Many researchers have highlighted the business value of deeply engaged teams. Indeed a great team is powerful, much more than the sum of its individual people.
While many things influence engagement at work, and indeed there is complexity - it isn't rocket science.
Engagement Whisperer demystifies the science and describes a 'softly, softly' approach to lifting engagement in your team. There is already so much noise in an organisation that a quieter approach might just be the right 'cup of tea' (or coffee).
This book is written for anyone who manages people. Learning for managers is distilled in thirty delicious and easily digestible bites. It's designed as a dipper or a flipper. Simply, you can read a chapter or two at a time on the bus or while enjoying a cappuccino (my preferred option).
The book will also be helpful for those people responsible for organisational wide employee engagement initiatives. Perhaps you are in human resources or corporate communications. There are a couple of chapters written with input from folk like you who have run these types of programs in the past.
Who is this book for?
The books is targeted at managers in large organisations. I've drawn heavily on my PhD research into what's happening when people are highly engaged at work. The results are recommendations for manager's behaviours and team processes. I also talk a bit about what it's like to live in a large organisation and how this influences your status and identity. The book is sprinkled heavily with the voices of employees.
What will the reader take away?
The book is a fun and enlightening investment of a manager's time. They will come away with ideas on things to do to bring out the best in their team.

Tracy Stanley is a Social Scientist with expertise across intrapreneurship, organisational change and employee engagement. She has worked across Asia Pacific and Europe in consulting and senior human resources management roles.
Starting her career in a global company, she was fascinated by how changes were made across the business in multiple countries and cultures. She spent five years as a change manager on a global customer relationship management deployment project, five years leading organisational development projects, four years in knowledge management and two years as an individual transition coach. She's also a keen cyclist