How to Significantly Increase Engagement, Productivity and Keep Your Team Happy. [ADVICE]

Stuart Duthie is an IT leader with 13 years’ experience in senior and director level positions. As a permanent employee and then as an interim consultant, he has helped several organisations transform IT functions and achieve considerable improvements to engagement and productivity. As a qualified coach, Stuart brings a broad array of tools and approaches to his practice, enabling him to achieve these impressive results.

Today Stuart is talking through a specific recent example that resulted in a 36% increase to staff engagement within 9 months, evidenced through internal staff survey. This also had a positive impact on customer satisfaction and overall productivity.

An effective approach to significantly increase engagement, productivity and the happiness of a large team – Stuart Duthie, Interim Consultant and IT Director

The Detail

Starting scenario

  • A team of people who were in “victim” or “powerless” mode
  • Energy spent on describing what was wrong rather than fixing it, or just following process
  • Senior managers who become jaded and moved on
  • Morale/energy/enthusiasm problem, but high pressure on delivery
  • Mixed response from people from delivering just their bits, to working-to-time….not feeling joined up as a team
  • Separate programme of work, with part of team located away from the main team

Key components of the 36% increase in engagement

  • Make sure you get the communication right and ensure a clear sense of purpose
  • Take a different approach, let go as a manager and instead facilitate and lead
  • Engage senior leaders first, checking a shared understanding and creating a plan to do something different… by doing something different. Understand and demonstrate “Acts of Leadership”
  • Build sustainability in what you are doing:  Make sure that activities and energy from events such as away days continue back in the office
  • A step-by-step approach to building confidence and resourcefulness in improvement
  • Leadership models such as leadership mindset and capability models to understand where you need to improve and Myers-Briggs to consider ways of engaging extrovert and introvert thinkers


  • Mastery
    • Self-defined improvement themes
    • 3 x practice-development forums
  • Purpose (Clear Direction)
    • Clarity of goals and roles
    • Provenance of objectives
    • Broader range of projects in portfolio, with greater lead from within the team
  • Autonomy
    • A team defining their improvement themes
    • ….and creating their own team objectives

This resulted in a 36% increase in staff engagement, 25% in process enablement and 10% in customer satisfaction

Resources and contact details

Stuart’s LinkedIn profile –

More details blogs on the subject written by Stuart:

Myers-Briggs Extroversion or Introversion

Extroversion and Introversion Brainstorming

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