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The Engage Series - The Impact Construct

Here at The Leadership Coaches, we have recently shared several blogs that form our Engage Series. So here, we share our final blog as part of this particular series with you.

In the last three blogs, we explored the Engage tool. The overall structure of 15 scales across three constructs, as outlined in the first.

The Confidence construct (measures self-perception; self, task and social confidence) and the Openness construct (measures attitude and openness to communication, feedback and change) were explored in more depth.

Finally, the last piece of the jigsaw, the Impact construct, measures drive, motivation, performance, and commitment.

What Is "Impact" Within the Engage Tool?

The impact construct includes the following sub-constructs;

  • Emotional Commitment

  • Intention to Stay

  • Voluntary Behaviour

  • Productivity Orientation

  • Performance

As we exit the pandemic, uncertainty remains high within the workplace and environment. Virtual work practices, which emerged rapidly, have become embedded into processes during the past year. As a result, even if most employees did not choose them, many have become somewhat accepted. Organisations are having to make decisions carefully and consider the impact of decisions on their workforce as we emerge from the pandemic. These decisions will affect the way people are or are not having an ‘impact’ in the workplace.

Maintaining Engagement in The New “Normal”

As the economy begins to reopen, many employers are contemplating their options, such as returning to the office, remaining remote, or adopting a hybrid working model.

A crucial view to consider includes the potential impact that the three options noted above have on both employees and teams.

Although many employers may attempt to decide the best course of action independently, it is fundamental to understand and appreciate how the work of employees may alter under the three options.

For example, some employees may feel more driven and motivated in the convenience of a virtual environment. However, others may not feel as committed or high performing whilst working remotely.

If employees feel more driven to work remotely yet are forced to return to the office, their engagement and motivation may well reduce. Likewise, employees that would prefer to return to the office may feel unchallenged if made to remain remote.

Considering this, the impact of the three options noted above must be considered as the result will ultimately impact an individual and a team.

A Real-Life Example

A real example with the Engage profile of Chiedo, a non-executive director based in London, may help illustrate the impact construct. With an overall score of 'average' on each of the three Engage constructs, Chiedo had reasonably high commitment and performance levels. Such levels could accelerate his potential as a non-executive by taking more leadership responsibility. However, this was provisional on his ability to manage his 'derailers' and 'blind-spots'. The scores on the impact subconstructs painted an interesting profile picture. For example, Chiedo's Emotional Commitment scores were somewhat high, showing feelings of increased emotional investment and strong attachment to the organisation. This strong sense of belonging and loyalty was beneficial for him and his board. Exploring examples with him showed that he was consistent at contributing to meetings and keen to take responsibility. He was also willing to adopt an unpopular stance upon considering whether the longer-term interests of the organisation were at risk. In addition, he preferred to commit rather than remain on the 'side-line'. How could this not be perfect? Well, Engage research found that with such high scores, he must be watchful not to overplay the strength, with the expectation, for example, that others in the team exhibit similar emotional commitment. There was also a risk that he could become unaware of things in the organisation if it changed and saw his own needs left unmet. Additionally, he could quickly become overworked and stressed, losing sight of other opportunities to meet his personal goals outside the organisation. In conversations with his Engage accredited coach, he was able to identify the factors contributing to his sense of commitment and loyalty and what was disrupting this. The above highlights some of the content of the coaching conversation to debrief the Engage self-development report. The discussion sought to identify evidence on which perceptions were based and acceptance of the resulting profile. The discussion was enriching for Chiedo and linked to his self-confidence and self-belief; performance and productivity; self-awareness and personal impact, commitment and empowerment. A similar discussion was had about the other subconstructs of Impact on Chiedo's profile. They include:

  • relatively high voluntary behaviour – a desire and willingness to take on additional work and responsibilities

  • relatively high productivity orientation - striving to achieve results, pushing boundaries and exceeding targets

  • relatively high intention to stay - desire to remain within an organisation

  • low performance – perceived success in achieving and delivering goals and targets

In the coaching conversation, the curiosity was finding evidence to back up each score of interest. It was also about understanding such evidence in interplay with other sub-constructs in the Engage profile. The conversation with Chiedo ended with drawing up a personal development plan with goals he felt would be beneficial to his career as a NED. The measurement from Engage made this possible. Chiedo was encouraged to view the present profile as a benchmark and redo the Engage worksheet to track his self-development.

To Conclude

Proven to help individuals across the world excel in their career, measuring drive, motivation, performance and commitment enables a greater focus on the impact an individual has on their independent and collaborative work. Ultimately impacting an organisation’s bottom-line measures through focused development of leaders through the use of the Engage profile and focused 1:1 leadership coaching.

Contact Us Today

The Leadership Coaches have several accredited Engage practitioners, with just one call we can start to enhance your leader's performance by working with the Engage model.

To find out more, visit our website here, or call us today for a no-obligation consultation.

Get in touch with TLC on 03450 950 480 or email Zoe Lewis on

Written by Engage-accredited leadership and team coach, Joseph.



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