Employee engagement remains a persistent challenge for organizations. The latest Gallup Poll reveals that only 33% of employees are engaged, while 50% are non-engaged, and 16% are actively disengaged. Typical responses to disengagement often include frustration, worry, and commiseration, followed by well-intended but superficial solutions—newsletters, parties, gift cards, and annual awards banquets. Unfortunately, these approaches rarely lead to meaningful improvements.
One fundamental issue is that traditional engagement surveys provide limited insight into individual employee engagement. True engagement requires a deeper, person-by-person analysis and dialogue. This dialogue can be structured around two powerful frameworks: Daniel Pink’s Autonomy, Mastery, and Purpose (AMP) model and Bruce Feiler’s Agency, Belonging, and Cause (ABC) model.
The AMP Framework: Understanding Motivation at Work
Daniel Pink, in Drive: The Surprising Truth About What Motivates Us, outlines three key drivers of motivation:
- Autonomy – The ability to have control over what we do, when we do it, how we do it, and whom we do it with. Employees exist on a spectrum between autonomy and control, with engagement thriving in autonomous environments and compliance dominating controlled ones.
- Mastery – A deep-seated need to grow and improve. As Carol Dweck’s research highlights, mastery is rooted in the belief that abilities can develop over time. However, true mastery often comes with discomfort, as growth requires pushing beyond one’s comfort zone.
- Purpose – The connection between work and a greater cause. Employees must ask themselves: Is my purpose just an ornament in my life, or is it a driving force? Organizations that help employees find and align their purpose with their roles create deeply engaged workforces.
According to Pink, when employees experience a balance of autonomy, mastery, and purpose, they unlock their potential for learning, growth, and peak performance.
The ABC Framework: A Broader Perspective on a Well-Balanced Life
Bruce Feiler, in Life Is In The Transitions: Mastering Change in Any Age, introduces another level of inquiry into engagement by exploring how individuals shape their personal narratives. His ABC model focuses on three essential elements:
- Agency – The belief that one has control over their work and the ability to impact their surroundings. This includes autonomy, creativity, and mastery.
- Belonging – A sense of connection through relationships, community, and teamwork. People need to feel valued and supported within their social structures.
- Cause – A transcendent mission or purpose that extends beyond oneself, creating a deeper sense of meaning and contribution.
The Power of Personal Narratives in Engagement
Feiler further explores how people craft stories about their lives, categorizing them into three narrative strands:
- The “Me” Story – This narrative highlights personal agency, portraying individuals as heroes who take action, create, and achieve fulfillment through their contributions.
- The “We” Story – This story emphasizes belonging, illustrating how individuals thrive within teams, families, or communities where they are valued and needed.
- The “Thee” Story – This perspective focuses on purpose, showcasing how individuals contribute to a greater cause, whether through faith, service, or societal impact.
Understanding these narratives allows employers to engage employees in meaningful conversations, helping them align their personal and professional identities with their roles in the workplace.
Moving Beyond Surface-Level Engagement Strategies
By integrating the insights from Pink and Feiler, organizations can move beyond traditional engagement tactics and develop a more personalized, transformative approach. Employers can:
- Engage employees in one-on-one discussions centered on AMP and ABC to identify motivational drivers.
- Foster environments that provide autonomy, encourage mastery, and connect work to a greater purpose.
- Create opportunities for employees to share their personal narratives and align them with the company’s mission.
- Shift the focus from annual engagement surveys to ongoing, meaningful dialogues that empower employees to take ownership of their engagement.
A one-size-fits-all approach to engagement is no longer effective. The key to fostering a vibrant, committed workforce lies in understanding and supporting each employee’s individual journey.
When an organization commits to this personalized approach, they unlock the full potential of their people and create a culture where engagement is not just a metric but a way of working.
