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Employee engagement

Ecstatic Engagement System

The three pillars which Transform have developed each provide detailed methodologies to enable successful employee engagement.                 

There are more than 20 powerful models to draw on in this program.

The depth of the content base offers an opportunity to promote 121 coaching conversations as we focus on individual needs.

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Ecstatic Engagement System

Self-determination theory and intrinsic motivations.

  • A research-based macro theory from Deci and Ryan. Understanding and leading with intrinsic motivations as opposed to extrinsic enables inherent motivation

Future orientation

  • We look forward together while providing tools for planning and personal development. These ambitions in the context of goal setting gives a basis for what we do and is linked to our human needs.       


  • Reset and set up coaching approach, Inviting then contracting around the new way of working. What are our roles and responsibilities. Agreeing measurement and approach.

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The ARC of motivation

Self-determination theory (SDT)


  • Motivation is driven by perceived choice.  Directive management impinges on the sense of ‘own will’ thus disabling drive.   


  • Individual relationships and belonging are a foundation of human comfort. The quality of relationships is where you place importance and aspects of safety, care and trust. Authentic attachments to others and to the business plays into experience and motivation.


  • When people feel capable and competent in their tasks it raises their comfort and self-esteem. In this state they are more likely to have the thoughts and Feelings which enable them to take appropriate actions to be successful in their roles. Feedback plays a key role here.


Backbone collaboration model


  • Leading can be difficult if you have your own ‘stuff’ going on. Often poor communication stems from manager fears.

  • Fears include ‘not being enough’ ‘not doing enough and ‘not knowing how’. This imposter syndrome can be improved relatively easily in practice


  • When we start or seek to reset a relationship in the professional environment it is useful to agree roles and request  commitments up front. This form of contracting is nuanced as the employee needs to feel choice in the arrangement. We ask for participation. We ask for permission to work in this way.


  • We are adding structured to ways of working alongside the approach being more centred around the employee. We assess needs, develop a plan, agree measurement, agree timings.

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