In today’s workplace, employee dissatisfaction and disengagement are on the rise, posing significant challenges for organizations. This three-part blog series explores how an effective risk management framework—Objective-Centric Risk and Uncertainty Management (OCRUM)—can empower teams, boost engagement, and improve organizational resilience.
The disengagement dilemma: Why listening to your team is a risk management strategy
In the nonprofit sector, I’ve witnessed a paradox that often undermines its noble mission: the very passion that drives employees can be eclipsed by a workplace culture that stifles their voices. At one organization, the signs were unmistakable: high staff turnover, frustration and complacency in meetings, and hallway whispers hinting at a deeper discontent.
Unfortunately, this isn’t just anecdotal. A recent study[1] confirmed that nonprofit employees report lower job satisfaction than those in public or private sectors.
As the demand for nonprofit services grows, so does the strain on employees. The reasons are familiar: lower compensation, precarious roles, and, perhaps most damaging, the pervasive feeling of being unheard or undervalued. When employees disengage, organizations pay the price. Employees will either leave the organization or remain but withdraw their motivation, energy, and—most critically—their ability to recognize and respond to risks.
Why employee engagement is a risk management issue
When staff are disengaged and just trying to get through the day, risks often go unnoticed or unresolved. For nonprofits, whose missions are intricately tied to community impact, this can be devastating.
In contrast, engaged employees—those who feel valued, respected, and empowered—become the organization’s most effective risk managers. Their commitment drives early identification of challenges and creative problem-solving, paving the way for sustainable success.
A path to engagement: Empowerment and listening
For many nonprofit employees, their motivation stems from a passion for the cause and a desire to make a difference. But even the most passionate teams need environments that prioritize respect, trust, and autonomy. Research consistently shows that employees who feel empowered are more satisfied and more committed to organizational success.
With the critical importance of the nonprofit sector on our quality of life, it is important that organizations take steps to correct this employee dissatisfaction trend. In addition to addressing longer-term solutions such as compensation and working hours, organizations can start by taking practical steps to foster autonomy and build trust.
Step 1: Authentic Listening. The foundation of empowerment is authentic listening. When leaders genuinely hear their staff, employees feel their voices matter. This sense of being heard fosters belonging and commitment. Listening authentically means engaging with intent—seeking to understand rather than to respond—and demonstrating that employee feedback informs decisions.
Step 2: Delegating Decision-Making. Empowerment flourishes when employees have greater control over their work. Delegating decision-making not only fosters autonomy but also leverages their unique insights. Diverse perspectives, particularly those closest to the challenges, lead to better and more innovative solutions.
Step 3: Building Trust Through Action. A workplace culture of trust takes time but begins with small, deliberate actions. Acknowledge contributions, celebrate successes, and create spaces where collaboration replaces control. When employees feel trusted, they step into accountability with confidence and enthusiasm.
How risk management can drive engagement
Risk management may not be the first thing that comes to mind when tackling employee disengagement, but it’s an unexpected yet effective tool. A systematic approach like Objective-Centric Risk and Uncertainty Management (OCRUM) does more than manage risks getting in the way of success – it fosters a culture of empowerment and shared accountability.
OCRUM emphasizes accountability and decision-making across all levels of the organization. Here’s how it aligns with engagement strategies:
- Distributes accountability: Empowering staff to take ownership of outcomes fosters a sense of purpose.
- Leverages Diverse Perspectives: Inviting a variety of viewpoints to identify and analyze barriers to success challenges assumptions and offers critical insights that lead to better solutions.
- Drives informed decision-making: With risks clearly linked to objectives, employees are better equipped to take meaningful action.
A case for transformation
In one organization I worked with, disengagement was pervasive, and turnover was eroding the organization’s ability to fulfill its mission. Leadership decided to prioritize empowerment by listening authentically, collaborating, sharing decision-making, and implementing OCRUM.
The change was profound. Employees began to feel heard, valued, and trusted. Over time, the frustration gave way to renewed energy and commitment. Not only did turnover decrease, but the organization also became more resilient—better equipped to navigate challenges and achieve its goals.
Looking ahead
The nonprofit sector is critical to our communities and quality of life. To sustain its impact, the sector needs to invest in its most valuable resource: its people. By addressing disengagement through deliberate strategies and tools such as OCRUM, nonprofits can unleash their team’s potential while strengthening their ability to manage risks.
In our next blog, we’ll dive deeper into the practical applications of the OCRUM approach. We’ll explore how it leverages the wisdom of staff at all levels to create a culture of empowerment and accountability. Stay tuned!
Let’s start a conversation. What steps has your organization taken to engage employees and manage risks? Feel free to connect with me directly. Together, we can build empowered teams and resilient organizations.
Angela Byrne is a trusted Advisor and Consultant to boards of directors, C-Suite, and senior government officials in sectors that protect and serve the public, such as charities, regulators, and government. Specializing in risk, technology, and finance, for over 30 years, Angela has been privileged to work closely with organizations that are at the forefront of change. By harnessing the power of technologies and integrating diverse viewpoints, Angela has facilitated organizational change to nurture strategic growth and enable lasting success.
She is a Chartered Professional Accountant (CPA) and Certified Management Accountant (CMA) and holds certifications in governance, risk management assurance, information systems auditing and internal audit.
She can be reached at info@angelabyrnecma.com
[1] Ayer, Steven, “The Burden of Care” December 2023 pg. 1