We continually harp on the value of paying attention to the people who work for you or with you. In fact, that concept and how to achieve it, is the total basis for the two books, The Wrong Bottom Line and How To Change It, and The Wrong Bottom Line Still – Components for Success (to be released within the next couple of months.)
But we aren’t alone.
The Gallup organization has studied this phenomenon for many years under the name of employee engagement, and involving more than 17 million employees. They estimate that not engaging employees cost US businesses some $300 billion in lost productivity alone.
According to Gallup in its recent analysis from data of more than 152 organizations, there is a dramatic difference between top and bottom–quartile work groups on key business outcomes directly tied to employee engagement. It shows up in productivity, profitability, safety incidents, and absenteeism. Our own investigation shows it also affects employee attitude, loyalty, and the length of time individuals remain with the organization.
And we aren’t just talking about big operations. On the local level, for example, want to visit a small shop where employees are positive, love what they do, and seem to have a lot of input? Stop by the Great Clips store in Karcher Village. The people there are up, sincerely enjoy what they do, and like where they work. Those who have worked at other similar stores note the significant difference.
So how do you ensure maximum employee engagement? There are many ways, and we will share them with you in future articles. However, the underlying concepts – ways of thinking – are critical:
1. GNSP = HLOS (Greater Number of Successful People = Higher Level of Organization Success). We suggest you view the video: Don’t Overlook the Trees for the Forest.
2. “I am the boss, they work for me.” So often we hear this statement stated the wrong way. Don’t emphasize the first part; concentrate on the last. That is, your success as a leader is completely dependent upon the work of others. Without them, you completely fail. They really do work for you.
Do the people in your organization view themselves as mere cogs in a machine or do they feel appreciated, and as important contributors? Do they believe that their opinions count – that they count? According to the research and to maximize your success, you need to make sure they have positive answers to those questions.
Their feelings and attitudes make a big difference in the success and profitability of your organization