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Have you ever wondered why employee engagement levels measured by The Gallup Organization are so low? It seems to me, that having only 29% of the American workforce Engaged, 55% Not-Engaged and 16% Actively Disengaged is very costly to the economy, not to mention to the organizations that are average or below average. And these figures have not changed in the past three years despite Gallup adding hundreds of thousands of surveys to their data base each year.
It seems to me, that having only 29% of the American workforce Engaged, 55% Not-Engaged and 16% Actively Disengaged is very costly to the economy, not to mention to the organizations that are average or below average. And these figures have not changed in the past three years despite Gallup adding hundreds of thousands of surveys to their data base each year.
Leadership Update #6
I think the first step you should take to establish what kind of culture you need to achieve your strategic objectives is to identify what kinds of people you need. Every group of managers I have asked: "What kind of people do you need?" has given me the same answers. Everyone is looking for self-starters who are creative, open to change, passionate, committed, competent, responsible and with a good work ethic. The next question then is: "What kind of culture or work environment will attract and retain these people?
Leadership Update #5
...What made this act of leadership successful was firstly that the employee knew that she was working in an environment that encouraged her to *speak up. Secondly, the act of leadership was supported; in this case by the supervisor. The organization had created a culture in which the people in leadership roles encouraged and supported acts of leadership from all employees.
What would happen in your organization if all employees spoke up when they saw something that would improve customer satisfaction, reduce costs, increase productivity or increase their own engagement and commitment?
What made this act of leadership successful was firstly that the employee knew that she was working in an environment that encouraged her to *speak up. Secondly, the act of leadership was supported; in this case by the supervisor. The organization had created a culture in which the people in leadership roles encouraged and supported acts of leadership from all employees.
Level 5 Leadership has become a talking point for many executives since Jim Collins introduced the concept in his best seller Good to Great. Collins refers to a hierarchical model of executive capabilities with Level 5 at the top. He describes Level 5 Leaders as a "paradoxical blend of extreme personal humility with intense professional will".
Many organizations promote people into leadership roles who have the biggest ego needs. Ambitious people, those who are most hungry for the promotion, often have the greatest need for ego gratification... they want the power, the title and the status that goes with these positions. Therein lies the crux of the matter...
Is your company's payroll as an investment or an expense? In some companies a lack of employee engagement could be wasting up to 50% of their payroll.
Since The Gallup Organization released the book First, Break All the Rules nine years ago; the subject of employee engagement has gained the attention of many business leaders. It is well understood that increasing employee engagement is highly likely to contribute to increased productivity, staff retention and customer satisfaction... and ultimately profitability.