E NABLING H IGH L EVELS OF P ERFORMANCE F RO M E N G AG E D E M P L O Y E E S accountabilities without having to work around obstacles in the form of nonessential tasks or procedural red tape. Figure 4.1 depicts a model of employee effectiveness that in- corporates employee engagement as well as organizational supports for employees to be successful. "Where there is a will, there is a way," goes the old saying. But our research confirms that employee engagement and em- ployee enablement do not always go hand in hand. As we have seen, in many of today's organizations employees are highly committed to goals and objectives and are sincere in their desire to do the best job possible. Yet they are confronted with sig- nificant barriers to executing their job responsibilities efficiently and with high quality. To the extent that their employees are presented with this frustration, organizations fail to harness the potential energy represented by employees who are engaged in their work. Figure 4.1. Employee effectiveness framework. --59-- American Management Association · www.amanet.org