Some good folks in the UK did a nice job of turning my engagement model into a graphic. My thanks to the folks at Pinnacle in Wales www.wales.nhs.uk/bcupinnacle/

1. Terrence Seamon’s Model of Engaging Leadership
The model is composed of ten ‘habits’ or practices which fall into five broader categories. Seamon
suggests that, when practiced consistently, these habits can help leaders to create a ‘High Engagement
Culture’ within their organisation.
FOCUS
ALIGN
Get people focused on Organisational goals
and how they can contribute.
APPRECIATE
Know and value each team members’
strengths, talents, aspirations & concerns.
“Employees need to feel that their role and tasks contribute to what the organisation is trying to
achieve and that they feel valued for their contribution. This is often achieved where employees apply
their strengths to challenging tasks.” (Hockey & Ley, 2010).
LEADING BY EXAMPLE
LISTEN
Listen actively, openly and receptively; even if
you don’t agree with what’s said.
LEARN
Seek out and explore opportunities to learn and
develop; refresh your creativity.
Feeling listened to was the most important factor. (Macleod & Clarke, 2009)
“By Learning, the Engaging Leader continues to grow, replenishing and revitalizing his or her own
sources of creativity.” (Seamon, 2010)
PURPOSE, PARTICIPATION & GROWTH
INVOLVE
Make sure that everyone gets the chance to
have a say – what they think matters.
IMPROVE
Encourage collaboration to solve problems and
find better ways to work.
“When employees’ views are sought out, they see that their opinions count and make a difference.”
(Macleod & Clarke, 2009)
“Involve employees in identifying and implementing improvement opportunities.” (McBain, 2007).
ENABLING HIGH PERFORMANCE
COMMUNICATE
Get ideas flowing both ways – dialogue builds
understanding and commitment.
COACH
Use coaching techniques and performance
feedback to develop each team member.
“A key component is two-way communication. Sharing information and being open with their staff was
valued, along with listening and seeking feedback from the team.” (Robinson & Heyday, 2009)
TRUST AS A MOTIVATOR
ENERGIZE
Be excited by what you’re doing and make sure
your team know why.
EMPOWER
Trust and encourage your team to decide how
to achieve the objectives you set.
“It was… vital that managers empowered their staff to do their jobs in their own way, and enabled
them to make decisions for themselves.” (Robinson & Heyday, 2009)