5 Behaviors of Highly Engaged Employees
January 16, 2024
How we choose to live our lives greatly impacts our attitude, our relationships, and our success at work and in life. Our job satisfaction level impacts workplace productivity, physical and mental health, and personal relationships. Employees, themselves, control 30% of the factors that account for their outlook and productivity. Let’s look at 5 actions individuals can take to increase their own workplace engagement and satisfaction.
- Be aware of your own values and needs, apply for jobs at right-fit companies. If you value integrity and collaboration, look for an organization that is known for teamwork and good customer service. Avoid those with a bad reputation.
- Be honest about your strengths and weaknesses and explore right-fit jobs. Look for positions that leverage your strengths. Avoid situations in which your weaknesses are apt to cause frequent stumbling. Using your strengths for 80% of your workday yields very high engagement, satisfaction, and productivity.
- Build relationships with your colleagues. Get to know each other during breaks and lunch. Offer to help others with their projects and ask others for ideas that could enhance your work. A friendly collaborative workplace experience increases results and personal satisfaction.
- Embrace accountability. Monitor your progress towards workplace goals. When you encounter an obstacle or a setback research alternative approaches and ask others for their input. Appreciate those who praise your progress, point out shortfalls kindly, and support you in overcoming challenges.
- Be proactive. Speak up when you foresee a problem, you’re aware of customer dissatisfaction, or a colleague is down. Take the initiative to resolve small issues so they don’t turn into serious bottlenecks.
When individuals seek out right-fit jobs and take the initiative to add value at work, their intentional behaviors enhance their commitment and enrich others’ workplace experience. What can you do this week to strengthen employee engagement, job satisfaction, and organizational results?
In Erica Dhawan’s book, Get Big Things Done, she defines Connectional Intelligence as the ability to combine knowledge, networks, and relationships to drive meaningful results. In today’s busy workplace, it’s not just what you know—it’s how well you connect that turns good ideas into big outcomes. Strong Connectional Intelligence within a team strengthens workplace morale and productivity by impacting four key attributes of high-performance cultures: Value Visibly – People perform better when they know their contributions matter. Leaders who highlight strengths, acknowledge effort, and celebrate progress create a culture where great work becomes contagious. Communicate Carefully – In an age of nonstop messages, clarity is a competitive advantage. Thoughtful communication reduces confusion, prevents conflict, and ensures that everyone moves forward with shared understanding. Collaborate Confidently – Connectional Intelligence flourishes when people feel empowered to contribute. Confident collaboration means inviting diverse perspectives, leveraging individual superpowers, and creating space for smart problem-solving. Trust Totally – Trust is the anchor of all high-performing teams. When leaders show reliability, transparency, and empathy, people take risks, share ideas, and stay aligned toward common goals. Connectional Intelligence helps teams innovate faster, break down silos, and accomplish what truly matters. Want to learn more? Visit Erica Dhawan’s website to explore her full body of work and deepen your understanding of Connectional Intelligence.
When people hear “psychological safety,” they often imagine a workplace where everything feels easy and conflict-free. But that’s not what true psychological safety is — and it’s not what high-performing teams need. As leadership expert R. Michael Anderson points out, work and life include tough days, unexpected problems, and moments that stretch us. A psychologically safe workplace doesn’t remove those realities. Instead, it gives people the confidence and support to face them. A safe workplace is one where employees can struggle without fear of embarrassment… try new skills without being put down… ask questions, make mistakes, and keep moving forward. It’s a place where people know their leader is behind them — not by preventing discomfort, but by helping them learn through it. Psychological safety isn’t about coddling or creating a predictable bubble. Real safety looks like this: · You may hear difficult feedback, but it helps you grow. · You are encouraged to take risks, and supported when you slip. · You are stretched beyond your comfort zone, and guided along the way. When leaders create this balance — support plus stretch — people build resilience, confidence, and higher performance. To explore more of these ideas, visit R. Michael Anderson's website .