THE POWER OF CONTROL: TRANSFORMING EMPLOYEE ENGAGEMENT IN A POST‐PANDEMIC WORLD

Abstract The author is a corporate and governmental advisor with a background in executive search and leadership advisory. She points to the changes in workplace motivation: a “list of motivating factors was given to each of us by a high school or college guidance counselor, meant to assist us in plotting out future educational paths based on the career choices expected of us by parents, teachers, friends, and potential employers.” These factors, in her words and further described in the article, are Mission, Leadership, Challenge, Scope of Impact, Acquisition of New Skills, Prestige, Personal Needs, and Money. She contends that “when we use the old metrics of success, and only them in only one order, we mistake filling in checkboxes for what our people really want: consonance.” She describes the latter as “the sense of frictionless belonging, of momentous stride, of core relevance.” The “new definition of success,” is built around, in her words, calling, connection, contribution, and control. Related factors are, in her words, flexible work arrangements, autonomy in task management, involvement in decision making, clear communication and expectations, professional development opportunities, empowering middle management, and leading with inspiration.