ABSTRACT

The conclusion summarises some of the reasons we need to embrace engagement and for using Motivational Maps in our quest for it. It reviews the chapter contents and advocates a kaisen type of approach: if necessary, start small and make incremental steps to help enable staff to be more engaged. If there is one enabler more than any other that will help an organisation get there, it is recruiting and developing engaging managers. Gary Hamel is cited on the future of management from his book of the same title: the essence of success in the future depends upon ensuring that our employees want to exercise their discretionary efforts and creativity within our organisation and not ‘without’ it. To make that happen we need a tool that really can tell us what our employees want; that tool is the Motivational Map, which now has over 400 practitioners in 14 countries.