Jackie Brown, Founder, Shifting Success
Do you remember the birthday cake scene from Office Space? Carl’s waiting patiently for overhyped cake, and the HR lady is excited to oversee the rules, but the rest of the staff is totally over it. They’re present, but not PRESENT. Halfheartedly singing, shoulders slumped, looking at watches – they’re not biting on this employee engagement activity at all. Not one sugar-infused crumbly bite.
Who really cares?
Especially in uncertain times, employees crave deeper connections – for someone, especially their boss and organization – to actually care about them. Birthday cakes and pizza parties feel cheap and easy, not exactly the level of care that creates connection.
During the pandemic, many organizations showed unprecedented levels of care—offering flexibility, listening deeply and meeting individual needs. Now that urgency has faded, many of those empathetic practices have been replaced with mandates and metrics.
As Liz Schumacher, employee engagement programs manager at Rivermark Community Credit Union, says, “Credit unions were looking for ways to support their staff during the crisis; the concern now is avoiding a shift that is less about connection and more about logistics.”
We need to remain mindful that we can provide the same level of care proactively now as we did reactively during a time of crisis rather than returning to arbitrary workplace requirements.
It’s a reminder that caring isn’t a crisis-only activity. It’s a leadership skill.
Does anyone even see me?
No one wants to feel like they’ve been shoved aside and hidden from view like Carl being moved to the basement.
There are many reasons this might happen (besides an obsession with a red stapler), but as Carolyn Reeves, credit union organizational health consultant, says, “Leaders have a lot on their plates, and they won’t always see the impact we’re making unless we help them.”
“Visibility isn’t about self-promotion or bragging—it’s about making sure the right people understand the value we bring.”
Too often, that value is unclear because the expectations aren’t clear. The alignment between what leaders need and how their employees can meaningfully contribute to those goals often falls short, stuck in a tangled web of miscommunication.
Do I have room to grow?
In credit unions, it’s pretty common for staffers to have not just years of service but decades at one credit union. This can lead to fewer opportunities to grow vertically – the traditional career path of promotions – so how do staffers stay motivated? Find sparks of interest in their work?
While many are driven by the ‘people helping people’ philosophy, many others find it doesn’t quite match up to their own top values. They’re not against it; they’re just motivated differently. Expecting everyone to have the same interests, goals and KPIs is a fast track to more halfhearted birthday cake moments.
Liz at Rivermark finds that allowing employees the space for self-discovery leads to a more powerful experience, which leads to increased ownership of their engagement. She says, “Many leaders think it’s more efficient to give advice, and while that might be quicker, providing psychological safety for the employee to come to their own realizations has more impactful long-term results for the employee, the leader and the credit union.”
These scenarios are not fixed with pizza parties, performance reviews or perks. True engagement comes from connection. When people feel connected to their leaders and colleagues, their purpose and their potential—they lean in. That’s where care, clarity and connection come in.
The power of connection
Connection isn’t just a nice-to-have, research is showing us it’s a need-to-have.
- According to a 2023 BetterUp survey, employees who feel a strong sense of belonging are 56% more productive and 50% less likely to leave.
- A Deloitte report found that inclusive, connected workplaces outperform competitors by 80% in team-based assessments.
- McKinsey research shows that connection is a key driver of both performance and innovation in hybrid and distributed teams.
Belonging has been around since humans first walked the planet in groups – it’s a primal tribal need. And as Maslow pointed out nearly 75 years ago, it’s essential for us to feel like we belong to be the best we can be.
Connecting is an essential but often overlooked element of employee engagement, but the credit unions that lead with connection are more resilient and innovative – they’re thriving, not just surviving.
Care + Clarity = Connection
So, how can leaders foster connection?
- Care through curiosity and trust
“Trust is the biggest challenge I see in today’s employee engagement environment,” Liz says. “We’ve got to address the fear that’s underneath the micromanagement.”
Make time to actively listen to employees, colleagues and leaders. Then treat them as the smart, capable human beings they are.
- Clarity through alignment
As Carolyn says, “Leaders want results. Employees want meaningful work. These two are not at odds with each other. The best organizations and leaders find ways to create a holistic engagement strategy to deliver both.”
When leaders AND employees are clear about what they each want and need as well as their role in making those happen, everyone becomes more connected to the larger picture and each other. Each person knowing what they’re working toward and how it fits with their values and strengths opens the door to great possibilities.
- Connection endures
Fostering connections doesn’t rely on expensive benefits or software. It’s something available to all credit unions, large or small. However, it does take time, effort and vulnerability—being human. These aren’t just soft skills; they’re strategy. Nurturing connections through moments of curiosity, being open during crucial conversations, and communicating clearly is an ongoing process, but one that will surely pay dividends.
When leaders foster clarity and show care, they create the conditions for connection—and connection drives everything from engagement to innovation.
It’s tempting to jump straight to the strategies, but real engagement takes intention. It starts with trust. It grows through communication. And it thrives when people feel like they belong.
In a world moving faster than ever, creating space for clarity and connection might just be the most strategic thing you can do.
If you’re exploring ways to build a culture of clarity and connection in your team or credit union, I’d love to share what I’ve been piloting in recent workshops—no pizza parties required. Contact Jackie here.