The dictionary definition of ‘tipping point’ is the point at which a series of small changes or incidents becomes significant enough to cause a larger, more important change.
In his book “The Tipping Point”, Michael Gladwell presents a case that if an employer can obtain engagement amongst employees early enough, an organisations efforts to encourage and deliver change will be more widely endorsed by the workforce. However, there are three distinct groups where this early engagement intervention is crucial.
This group of people have a wealth of associates spanning a range of areas and experience. They have a natural ability to link up with others who work or live in different circles. They tend to disseminate ideas and messages rapidly. Getting these people on board and involved right from the start so that they can spread the word to their network of contacts will forge robust and reliable advocates.
These are trusted experts in their field, and other people take notice of them and respect them. They want to help and share their knowledge and expertise. Allowing mavens to have an input and involvement in the planning and construction of your engagement endeavours will present them as someone in the know and ultimately become your professional promoters.
Salespeople are the ones who will influence and encourage others to take note and try out any new concepts by providing the necessary tools to gain support. They are larger than life people with extraordinary negotiating skills which others tend to agree with.
When thinking about your employee engagement strategy ensure that you work with and alongside the three groups above. This will guarantee that your strategy has the greatest positive impact.
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