The State of Engagement™: Objectors
Increasing their connection to the organisation and its future direction is a great opportunity to minimise the number of Objectors in your ranks.
This doesn’t sound like something I want to be a part of.
If there’s a sentence that sums up the Objector’s position, this would probably be it. Their understanding is not as high as the Saboteur but it’s possible – perhaps even likely – they are influenced more by the sceptics around them than the Champions.
Typically, we see between 2% – 6% of employees in the Objector camp. With their emotional connection to the organisation already low, they will start from a place of disengagement. But on the other hand, they represent a great opportunity to graduate to the Observer profile, our middle-of-the-road, ‘let’s wait and see’ group. Increasing their connection with the organisation and setting out how change can be a positive for them is a great opportunity to minimise the number of Objectors in your ranks.
Start out by identifying the common threads your Objectors share, whether that’s function, geography, a specific type of role, or even employment grade or other socio-economic groupings. Once you know that, you will likely have an insight into what the cause of their objection is, and how to counter it.
