Gallup estimates that low employee engagement costs
the global economy $7.8 trillion in lost productivity
– a staggering 11% of global GDP. (p. 72)

Jim Clifton and Jim Harter provide extensive Gallup findings about employee engagement in our post-Covid environment. At the core, this is a pioneering work about engagement.

Only about 30% of employees are truly engaged, another 20% are miserable and 50% are just showing up (p. 14). Why improve engagement?

Engaged customers create your growth, earnings, and stock price – your engaged employees create your engaged customers (p. 21). Fundamental findings from our Covid experience: 56% of 125 million full-time workers said they don’t have to be in the workplace anymore (pp. 4-5). We have a skills/training gap worthy of attention:

Fewer than one in 10 managers or leaders have
received training or coaching on how to
manage effectively in a hybrid environment. (p. 151)

This review centers on Gallup’s Q12 (p. 31), highly tested items leading to increased engagement, adding findings from Part 1: What Work and Life Do People Want? Part 2, Future Culture, and Part 4, 70% Manager. Relevant Academy Leadership workshop observations reinforcing the Q12 are also shared.

Q1. I know what is expected of me at work.

Gallup’s findings indicate a preference for autonomy and collaboration. 88% of those in remote-ready jobs reported that they have a mix of independent and collaborative work, and the sweet spot was two to three days in the office [per week], with a slight preference for Tuesdays, Wednesday and Thursdays (p. 47). Our Personal Leadership Philosophy can greatly improve job expectations along with improved SMART (Specific, Measurable, Agreed-Upon, Realistic and Trackable) goals.

Consider delegating to teams what method works best when collaborating, especially in a remote environment. The option most associated with high levels of employee engagement – my work team decides together – was the one companies used the least (p. 48).

Q2. I have the materials and equipment I need to do my work right.

If instead of shortening the workweek, employers focused on improving the quality of the work experience, they could nearly triple the positive influence on their employee’s lives (p. 63). Chances are employees experimented and discovered what methods work best when working at home. We can simply ask and learn. Employers should create environments that mitigate high blood pressure, tension, anger, stiff necks, fatigue, lower back pain and obesity (p. 41) associated with long commutes – conditions likely when returning to offices.

Q3. At work, I have the opportunity to do what I do best every day.

Engaged employees spent 4x as much time using their strengths compared to what they don’t do well (p. 99). Clifton and Harter enthusiastically promote StrengthsFinder and CliftonStrengths. Their suggestions mirror use of the Energize2Lead Profile, in that we each have preferred energizing activities while others drain our batteries.

The authors offer a useful definition of Self-actualization (Maslow) based on fulfilling your greatest potential through your talents (p. 107). Or put another way, if we stay in our E2L Preferred energy dimension for an extended period we’ll move to the upper level of Maslow’s Hierarchy of Needs.

Q4. In the last seven days, I have received recognition or praise for doing good work.

Eight in 10 senior leaders (81%) say recognition is not a major strategic priority (p. 94). Years of surveying Feedback workshop participants confirm many of us tend to evaluate rather than express appreciation or provide genuine coaching. The authors validate emphasizing evaluation is an energy loser. The one conversation topic that employees perceived as less meaningful was discussing their weaknesses or things that they don’t do well (p. 143).

Q5. My supervisor, or someone at work, seems to care about me as a person.

50% of U.S. employees now want their work and life blended (p. 9). Think of our Life’s Compass Rose from the communication portion or our Feedback workshop. We’re multidimensional entities and don’t want to lose who we really are just because we’re at work. This may make managers uncomfortable, but it seems Covid has forever changed employee expectations of both supervisors and corporate culture. Senior leaders beware: Only 21% of employees strongly agree that they trust the leadership of the organization (p. 137).

Q6. There is someone at work who encourages my development.

The demand for leaders as coaches has never been greater. Great managers know their employee’s strengths and give them a role they can grow in with no limits (p. 29). One client over the years has distinguished between Career Managers and Job Leaders. That’s a good start. Maybe we need to evaluate Career Manager effectiveness based on the frequency and quality of developmental results of those in their charge.

Q7. At work, my opinions seem to count. Q11. In the last six months, someone at work has talked to me about my progress. Q12. This last year, I have had opportunities at work to learn and grow.

Employees want coaches, not bosses. Clifton and Harter report that managers account for 70% of the variation in team engagement (p. 137)! People leave bad supervisors, not companies. Not only do employees want coaches, they want an environment that supports leaders as coaches. Only about one in four U.S. employees feel strongly that their organization cares about their wellbeing (p. 77). So, there’s lots of work to do.

Q8. The mission or purpose of my company makes me feel my job is important.

A major challenge for senior leaders of large organizations is that there is no common culture (p. 138). That’s probably why Jim Collins’ books such as Built to Last are so popular. Rather than simply plan business strategy and goals year after year, we should first create alignment based on values, purpose, and mission. When we’re making decisions based primarily on values, rather than say financial expediency, then others will really notice. The best run organizations build cultures where employees feel like leadership genuinely cares about them (p. 85).

Q9. My associates or fellow employees are committed to doing quality work.

Another way to phrase Q9 could be My associates or fellow employees hold each other accountable. Evidence of such an environment might include lack of repeated mistakes and increased engagement.

Q10. I have a best friend at work.

In-person social time had the largest positive impact on mood – but the total amount of time mattered less than the event itself. (p. 44) Interesting finding. If we don’t know our employees well, we’re likely spending resources on things like recreation rooms without knowing if that’s what employees really want.

Summary

The takeaways: Lead don’t manage. Coach to lead.

Make sure your managers hold one meaningful conversation
per week with each employee. (p. 155)

JE | January 2024