Time to Regenerate

Published: 20th September, 2021

We discussed the important topic of “Time to Regenerate” setting this out as a proposition as well as a critical question. We squared the circle – how can we reconcile the extremely low levels of understanding of strategy in most firms with the extraordinarily low levels of employee engagement? Can we do something about this? Are the two related? What remedies are there?

Effectively, we’re putting management in the dock. They are responsible for developing strategy, and they’re also responsible for motivating and leading their people. Why are they not achieving the goals they set? Something needs to change. As Albert Einstein said, “Insanity is doing the same thing over and over again and expecting different results”.

We look at the question of what is strategy in conjunction with how do we get employee engagement? There are many views on strategy. However, it’s essentially about setting concrete, measurable, goals and achieving them.

“We’ve studied over 100,000+ teams — and over 2.7 million workers worldwide — to understand what employees need most to perform at their best. The Q12 survey is the culmination of that research. The insights you’ll get from the Q12 will help your leaders, managers and teams focus on the issues that matter most to performance outcomes.


The ‘webinar’ word doesn’t really describe what it is we do with our time in sessions. We love a conversation where everyone has the chance to contribute.

Participants are provided with the means to make connections thus drawing attention to the conversation that is going on around.

It’s how we roll!

Sadly, surveys show that most staff and management don’t understand the business strategy. Survey results show as few as 10% of staff understand the strategy. Even in extremely well run and well-driven organizations as few as 29% of staff understand it.

Coupled with this is the fact that employee engagement levels are abysmal. Many of them barely making double digits. A survey undertaken by Gallup in 2020 shows that in the United Kingdom, 11% of staff are engaged. What are the other 89% doing?

Contributing to this very unsatisfactory situation is the fact that trust is in very short supply. The Edelman Trust Barometer for 2020 showed public trust levels in different business sectors in the UK. These ranged from a low of 46% to a high of 69%. And most of them showed deterioration over the previous year.

Also, British business leaders are falling behind where trust and confidence are concerned. Thirty-five percent (35%) of UK employees strongly agree that the employers have a clear plan of action in response to the Coronavirus. Twenty-seven percent (27%) believe that their company cares about their overall well-being. While 28% of UK employees have confidence in their leadership to successfully manage emerging challenges.

These are very low figures. So how do we reformulate our strategy so that most of our employees understand it, and engage with it, to drive us forward?


We’d love you to take the time to watch the highlights and either way here are our brief notes about what you can take away from the session ‘Time to Regenerate’:

1. Management having a significant of influence of engagement and the scores are incredibly low in what is a comprehensive survey from Gallup;

2. How written-down Policies that seek to communicate clearly at scale can turn colleagues off as they avoid the need for a conversation between people;

3. There is a need to consider the language and framing of these conversations, rather than policies, standing apart from traditional thinking and resetting for something fit for moving forward such as ‘location of work’ rather than ‘working from home’;

4. Recognising there has been a load on managers and leaders to ensure decisions have been made to ensure there is a business to return to a need now to take a time out to reframe the colleague conversation;

5. Recogising there are different perspectives across the organisation which we simplified, for the sake of a shorted insight, to demonstrate that providing a BIG PICTURE® view for each and every colleague is one way to bring back the conversation. Includes managers and leaders as demonstrated;

6. That this can be done, if you use an efficient tool, within the time and resource constraints you have;

7. Given the nature of the topic of engagement does not provide a reason to NOT apply a SMART frame around the Oppotunities identified. This helps the group sort and order their actions with an agreed timeframe. This is where divergent thinking reconverges as a take away.

With more time in your community we would make further connections, unpack details and strenghen the top Opportunities to create an action list of what comes next.


Please do ask us to help you achieve this same impact in your organisation. We can deliver this activity for you and at the same time upskill your team to take over the delivery. You can weave this into your ongoing activities which means you’re paying once for resources and deploying them many times across your organisation.

Find out more about our approach for Engaging Strategy led by Bryce Biggs supported by Austin Merrett our Change Lead. You can have a go yourself by printing and writing on the resource within the brochure you can download. The stuff we care about is all over our YouTube channel @YourBigPic. I would love to take you through a taster of BIG PICTURE® in a Webinar you can sign-up for here. Thanks for reading!