This chapter outlines the methods for engaging your company’s employees in corporate responsibility to achieve tangible business benefits.
Passion is the genesis of genius (Tony Robbins).
While it may not be intuitive or obvious, one of the biggest benefits that the corporate responsibility department can deliver to a company is employee engagement. Most people entering this field are focused on the benefits that their work can produce for people and the planet, but not necessarily motivating and inspiring their fellow employees. As you will read in this chapter, there is a very strong case for employee engagement as being one of the primary value propositions for the corporate treehugger.
Let’s start by defining employee engagement. A human resources (HR) expert at AMD defined employee engagement as the “motivation to invest discretionary effort into work.” According to Scarlett Surveys: “Employee engagement is a measurable degree of an employee’s positive or negative emotional attachment to their job, colleagues and organization which profoundly influences their willingness to perform at work.”78
Comprehension is understanding what one reads. Adler and Van Doren (1972) refer to it as “reading with x-ray eyes.” Extracting meaning from text involves enumerating the key facts, opinions, or ideas in expository text or retelling a narrative. Students must extract meaning to answer questions or summarize. However, comprehension is also about constructing meaning, a process whereby the reader brings a unique set of experiences and knowledge to the text, and from reading and interacting with peers and teachers, develops new (to the reader) insights and ideas that help to affix the reading experience in long-term memory. The cognitive processes in which skilled readers engage are far more challenging to teach than discrete skills like word identification.
Our understanding of these cognitive processes comes from a fascinating qualitative study that asked expert readers to think aloud regarding what was happening in their minds while they were reading (Pressley & Afflerbach, 1995). The lengthy scripts recording the spoken thoughts (such as think-alouds) of skilled readers regarding their cognitive processing are called verbal protocols. These protocols were then categorized and analyzed to answer specific questions, such as “What is the influence of prior knowledge on expert readers’ strategies as they determine the main idea of a text?” (Afflerbach, 1990)
Its been a pleasure working with Keith Hawk and Michael Boland, seasoned and successful veterans of sales and sales leadership, on Get-Real Selling. It was vitally important to them both that this book really deliver on its promises to you, a sales professional whos thirsty for ways to improve your effectiveness. I hope youll agree that theyve done just that.
Keith and Michael dont spend hundreds of pages on broad, high-level theories. They prefer to cut to the heart of what it takes to be great in the noble profession of selling. With this in mind, we structured this book in three unique ways:
Keep the chapters short and pithy, distilling critical info and experiences into hard-hitting key points. Why waste your time?
Illustrate points by describing not only proven, best approaches, but also by flagging common wrong ways that salespeople do things which we dub Not Real. So watch for these, marked with this icon:
You will learn to avoid doing what salespeople or their managers often think or do incorrectly.