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“I see the values posted on my wall, but I don’t feel them in my body as I walk through the hallways of my company…”
“I hear the leaders’ words, but their actions don’t align with them…”
“I want to believe, but I need to see in order to believe…”
All of us have felt this way at some point in our working lives, spending 40, 42, or 48 hours a week — depending on the country we live in — moving through a space that feels cold and empty of meaning, a space we are forced to fill with emotions while we create networks inside the company. These emotional networks, which give rise to groups and subgroups of people with official names such as “Human Resources Department,” or unofficial ones like “the padel group,” allow us to observe our social nature as human beings at every moment.
Object of attention 1: All humans are social beings and want to form bonds with other humans. Y
es, this also includes the mysterious man or woman who claims not to like people — because they still need someone to tell that to and to prove how mysterious they are.
Based on this, we have an ally for creating engagement, defining engagement as a positive emotional reaction to something. Because we will always react — without exception. No human has a still mind; we must observe something.
Object of attention 2: All human minds are volitional and constantly react to stimuli.
Yes, this also includes bored, apathetic employees who feel disconnected from the company’s mission and values — only their volition is declining instead of rising.
Based on this, we have an ally within the mind of every employee in the organization, a mind that will react based on stimuli.
For this reason, engagement — beyond being measured with a nice NPS — can be developed through a third object of attention.
Object of attention 3: Stimuli, when repeated consistently, generate safety and habit.
Put more elegantly, Pavlovian links that allow individual and collective reactions to be conditioned in order to develop culture.
This is how we can create agendas — not just events — of engagement that allow us to communicate, but more importantly to live, the organization’s values, creating a collective effect of commitment around the company. Remember: knowing is not the same as feeling.
We must accept that the organization does not exist in a material form. The company is the idea that each employee holds in their mind. And because the company is an idea, it can be shaped and reshaped constantly toward new horizons — and yes, that also includes letting go of people who do not want to join the change.
Now, let’s take advantage of this. If you have made it this far in the article, ask yourself:
Do I really have an agenda of experiences that allows my company’s values to truly permeate?
If you don’t, today is the best day to start.
Monday of ________
Tuesday of ________
Wednesday of ________
Conferences on ________
Training sessions for ________
I leave the blanks for you.
Keep in mind that the end result is not the objective. Rather, we must stay observant of everyday interactions and stimuli, and through them, we can build the culture of success we are looking for.
Do not focus your eyes on the horizon. Bring them to the here and the now. Here, is where the lever of Archimedes is anchored. Everything that you withstand, or endures. Remember to cut out and stop any action that does not comply with the culture that you are building. Building, with an “ing” because it is a continuous action. 
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