Few companies have found the holy grail of management: High Employee Engagement. In the average company, about 32 percent of employees are actively engaged in their work and about 20 percent actively disrupt operations. But for those who figure it out, the rewards are unmistakable. Companies who score at the top quartile of employee engagement outperform those in the bottom quartile on virtually every measure of success. The Gallup Organization finds the gap in performance between top and bottom quartile companies varies from a low of ten to a high of seventy percentage points depending on what dimension of performance is studied. Here is short sampling of those performance gaps.
There has been much written about building the right team. Here are some thoughts from top business leaders:
John Maxwell – Unity Begins with the Leader – A true team – one whose members work together to achieve greatness – has a unified vision.
Simon Sinek – Start with Why – It’s important for team members to know why the team exists and does what it does.
I’ve been through another season of funerals—8 in the past 3 months. Family, friends and business associates passed on and so I attended their memorial service or celebration of life, depending on their belief system. This now regular event gave me ample opportunity to pause and reflect on my own destiny, something that, I hope, you all do on occasion.
The haunting feeling of isolation is among the top reasons a business leader will seek out Convene Peer Advisory Groups. It’s really kind of strange how we need connection and community and so seldom find it.
There are several syndromes that hamper the leader in this quest for connection.
Interesting question and what difference does it make?
Many, many years ago Peter Drucker, considered the Father of Modern Management, recognized the shift from work done and perfected by repetition, skills through training, and quantifiable measurement to the "knowledge worker". Knowledge workers use their education, experience, and subject matter expertise to define alternative courses of action, make decisions, and take responsibilities for outcomes and expected contributions - much like executives do.