More is good. I think that’s how the saying goes.

It seems like we live in a world when the pursuit of more is still generally seen as good.

We buy cars that have a capability way in excess of what we’re likely to use. Why is it important that my car is apparently able to accelerate from 0-60mph in 6.5 seconds and has a maximum speed of 143 mph? We want devices that have more storage space than we’re ever likely to use – my MP3 player can apparently store in excess of 10,000 songs! We always seem to want more money in our bank account, quicker speed on our processor, shorter cooking time in our microwave. This list could go on…

Why is it important? I’ve come to the conclusion that it’s all about ‘just in case’. I want a high performance car just in case I need to use its capabilities to get my out of a tight spot, I want more space on my MP3 just in case I want to add lots more songs. I want more money to protect me from unforeseen circumstances, shorter cooking times just in case I’m in a rush etc. By the way, I’m not writing about this because I think it’s a bad thing, that’s up to individuals to decide, but I am interested in how this belief might apply to engagement.

I wonder if it does apply to both customer and employee engagement.

Thinking first about customers, is there an optimum level of customer engagement? Is there a level which is ‘good enough’ and anything beyond this is a waste? And can any excess go into storage for potential use at some time in the future? Similar questions I guess for employee engagement. Is there an optimum level of employee engagement? Can an organisation ever have too much and if levels are higher today than is needed can it be saved just in case it’s ever needed?

Does the pursuit of higher levels of engagement ever end? Is there a point at which it’s about maintenance rather than development? Given the austere times in western economies cost is clearly a consideration so is it worth investing more trying to achieve tiny increases in engagement? And how should any organisation determine what an acceptable investment is?

For me the answer depends on an organisations vision i.e. where they are going and what they want to achieve in the future. The engagement strategy then needs to support delivery of those things. It’s obvious, isn’t it, that engagement should be in support of something rather than something that is pursued in isolation just because it’s a good thing to do. Shouldn’t it always be about getting a return?

Are the objectives for your engagement programme clear and aligned to deliver the strategy for your organisation?

LinkedIn: http://uk.linkedin.com/in/timhadfield
Twitter: @accordengage
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