You’ve heard it before—a list of key ingredients for creating a work environment where employees are highly engaged and successful, whether you’re leading a team or a larger part of the organization.

Putting the ingredients together is easier said than done, as you know.

Here’s why: there is a fundamental question that goes unasked—what is the common thread that cuts across all of the key ingredients?

Can you answer this question?

Give it a try after looking at the list of ingredients sifted from the stories of the “best places to work” recently appearing in the Atlanta Business Chronicle.

1. Care about your employees – treat them with respect, fairness and dignity;
2. Offer them opportunities to grow and develop their skills – so they know they are a valuable asset;
3. Be available for your employees  to maintain trust – keep the lines of communication open;
4. Communicate your expectations clearly – if they mess up, forgive them and continue to hold them accountable;
5. Communicate the values the company honors then “walk the walk”;
6. Foster creative, innovative thinking through employee involvement ;
7. Foster an environment of trust, where everyone has each other’s backs;
8. Celebrate accomplishments often;
9. Hire the right skills, passion for the work and fit for the organization on the front end; and
10. Have fun and enjoy your work!

What do all of these ingredients have in common?

The answer to the unasked question is this: all of the ingredients are intentional—they don’t just happen. 

Think about it.

Why does it take intent?

Intent is required because few leadership styles that naturally create the necessary ingredients.

And one or two missing parts can drag employee engagement down quickly.

That’s why most leaders have to work at it.

Leaders must go beyond their skill set and especially their values and beliefs.

Yes, values and beliefs.

What values does the leader place on people, and trust, and communication, for example? Key ingredients of engagement that aren’t valued simply are not going to show up in the work environment.

Leader values determine what the leader does.

What are the leader’s beliefs about hiring people that fit the job and the work environment, or about how to deal with poor performers? When beliefs are inconsistent with an engagement environment, the necessary ingredients will not miraculously appear.

Leader beliefs determine what the leader does.

If you want to create a work environment that fully engages the people you lead, take a close look at your values and beliefs regarding the key ingredients for engagement—then get intentional about what to do.

Martha Forlines and Thad Green