After peers backed down over the issues of EU residency rights and a meaningful vote on the fImage result for house of commonsinal Brexit deal, Parliament finally passed the Brexit bill, paving the way for the UK government to trigger Article 50 to leave the European Union.

Meanwhile, research conducted by the movement Engage For Success has identified that organisations with both high levels of employee engagement and high levels of performance have a clear strategic narrative about the organisation, that is compelling and authentic, delivered by leaders who are empowering and visible. (

We continue to experience high levels of uncertainty and concern about Brexit as there is still no clear strategic narrative about the journey through what will be the most significant change that the UK, and Europe, will experience this century.

Now lets apply this to individual organisations within the UK.  Feedback to the questions that one of our Emenex consultant-practitioners asked in a recent Employee Voice workshop namely: “What barriers might you encounter to the successful deployment of employee voice within your organisation?” highlighted the ‘lack of vision’ and ‘ability of leadership to inspire employees’ as key inhibitors.

Whether the issue is a macro-economic one of leaving the EU or simply one of tapping into and acting upon the perspective of employees within organisations, it highlights the importance of the creation and relentless articulation of a clear picture of the future in capturing the support of citizens or employees.

This concept is not rocket science.  But that is the same for most engagement measures; “by small and simple things, great things come to pass”.  One of the primary responsibilities of leaders is to shine a light on the future and reassure those they lead that they are confident that success is possible and what they must do next to march towards attainment of that success.

Image result for strategic visionAs Brexit nears, so both UK citizens and employees within UK organisations will have an opportunity to tap into our reservoirs of discretionary effort and capability to maintain and improve our competitiveness.

Organisational leaders; however, will also need to step up and take responsibility for the creation and delivery of a strategic narrative and associated articulation of the simple steps that are compelling and motivating if we are to thrive in the post-Brexit economy.



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