Altruism- the key to innovation, engagement & leadership development

As I work as a developer of leaders in the executive coaching field and in leadership training I am asked similar questions: How can we better engage our employees?  How can we create a culture of innovation in challenging economic times?  How can we develop personal responsibility and develop our leaders without subscribing to expensive programmes?  How can we build a sense of "team" in an environment in which people genuinely fear for their jobs and competition seems to trump co-operation, and fear and suspicion seems to triumph over trust?

Challenging questions for challenging times, and there seem to be no simple answers.  Or, are there?

Is it possible we have missed something absolutely key?, something so simple and something in our time  pressured world that almost seems counter intuitive?  Have we made some fundamental assumptions about what people need in order to be self motivated and have we misjudged what develops personal responsibility and leadership? Have we confused  programmes with progress?  In focusing on tangible (health and safety, renumeration, incentive schemes), have we neglected the more intangible some might say "spiritual" aspects of human motivation?

An article published this week by the Harvard Business Review suggests that in a time pressured world, employees are looking to their jobs to  provide opportunities  for "good deeds" that they simply don't have time to do outside of work.  Initial research seems to indicate that volunteering creates opportunities for broadening networks and skills, breaking out of ruts and creating meaning which results in increased retention and engagement.

But, I hear you ask, we don't have enough time to do all that needs to be done now, let alone finding additional time for employees to volunteer their skills in the community.

This is where a simple cost benefit analysis may prove useful.  Data from the Center for talent Innovation indicates that Generation Y college graduates are more attracted to work for organisations that have a strong social responsibility stance, so these organisations arguably will attract more of the brightest talent.  Research also indicates that opportunities for volunteering and social engagement are positively correlated with employee engagement, innovation, the development of wider leadership skills and can even ignite careers.

The corporate volunteer programme launched by Fran Laserson, President of the Moody's Foundation instanced in the HBR article (March 5th) led to 67% of employees building relationships with people they didn't normally work with (which impacted "team" working in the work place)  and led to 51% feeling more positive about the company and themselves.  In 2011 more than half the entire workforce took part in the programme.

Can it be that altruism is the key after all?  There is perhaps a deeper need in all of us that has not given enough credence in the area of employee engagement and leadership development, the human need to feel of significance, to engage in things that have intrinsic worth and that make a difference and to make our contribution to making the world a better place for us all.

What would it be like if we scrapped all expensive leadership development programmes and engaged people in meaningful community contribution instead?  I may have just blogged my way out of a role, but I'm convinced that I could draw greater learning out of such experiences with the leaders I work with and that organisations would have a richer, more trusting and more engaged work force with which to tackle 21st Century challenges.