“Managers communicate and uphold the standards of your culture and your brand. They can make or break any change initiative. Nearly every problem and achievement in your organization can be tied back to the quality of your managers.”
During the presentation, Workplace Expert Patrick Mieritz referenced Gallup survey results indicating managers account for 70% of the variance in team engagement!
If you’re wondering why this statistic is so significant, consider their findings on how highly engaged business units and teams impact typical “negative” outcomes:
- 81% decrease in absenteeism
- 43% decrease in turnover within low turnover organizations
- 18% decrease in turnover within high turnover organizations
- 28% decrease in shrinkage (theft)
- 64% decrease in safety incidents (accidents)
- 41% decrease in quality defects
Their research also shows that highly engaged teams have a significant impact on “positive” outcomes. For example:
- 10% increase in customer loyalty
- 18% increase in sales productivity
- 14% increase in overall productivity
- 23% increase in profitability
- 66% increase in well-being (thriving)
- 13% increase in organizational citizenship (participation)
Managerial Best Practices
If you’d like to increase the effectiveness of your organization’s managers or your personal managerial effort, a good first step is to identify or confirm the things that are important to your workforce; and beware, employee expectations have shifted since the onset of the pandemic.
As motivation expert Daniel Pink explained, “People really want three things: autonomy, mastery, and purpose.”
Or as famed statistician W. Edwards Deming often said, and a fact that still rings true today, “People are entitled to joy in work.”
So, what’s to be done?
We all know that, at the organizational or senior management level, offering more flexible work arrangements (when possible), reviewing pay scales, and improving on-boarding/team development programs are steps in the right direction.
But, if you’re wondering about actionable ways in which mid- or front-line managers can increase engagement, productivity, and retention levels, you might also consider the following best practices:
- Set clear expectations. Approximately half of all US employees say they know what is expected from them at work. To improve on this, SHRM suggests managers should emphasize objectives, set expectations early, make goals measurable, and give meaningful feedback (only 26% of US workers say the feedback they receive is helpful). Gallup adds a note to this by suggesting managers give meaningful and frequent feedback, indicating that workers who receive weekly meaningful feedback from their managers are 2.7 times more likely to be engaged in their work.
- Create a culture of clear accountability. This does not mean taking a “do it or else” stance, but rather a motivational approach that includes open communication, recognition, and awareness.
- Motivate each employee individually. There is no one-size-fits-all approach that works.
- Coach and develop people based on their strengths. Gallup says that 66% of employees who strongly agree that their manager focuses on their strengths or positive characteristics are engaged. Focusing on strengths has also proved an effective way to ensure people are placed in the right roles; and providing ongoing development to team members has proved to have a significant impact on increasing engagement levels while reducing turnover.
- Overcommunicate! Leaders who maintain open and frequent communication, who show an interest in their teams, who share stories of success and vision, and who remind people of the mission tend to foster higher levels of engagement.
"As we look ahead into the next century, leaders will be those who empower others."
"Earn your leadership every day."
"Trust is the essence of leadership."
"To add value to others, one must first value others."
—John C. Maxwell
"When eagles are silent, parrots begin to chatter."
"Those who let things happen usually lose to those who make things happen."
How to Run the Best Remote Meetings!
Even the most accomplished sellers, presenters, managers, and facilitators must make strategic modifications to their communication style if they are to maximize the effectiveness of virtual forums such as remote meetings and virtual sales presentations.
This e-book provides straightforward best practices that will help you stand out, including:
- Strategic preparation
- Leading the best sessions
- Keeping people engaged
- Interaction strategy
- Ending on a high note!
Recent Newsletter Articles
Are You a Good Decision Maker?
As organizational leaders or managers we may feel comfortable with the decisions we make. However, it can be helpful to recognize what constitutes “good” decision making, and also the fact that "how" we make decisions is just as important as the decisions themselves! Read more
Is This the Secret to Sales Success?
The Most Important Workplace Skills to Develop
Just before the pandemic hit, Gallup indicated that employee engagement levels across the U.S. had reached an all-time high since they began tracking the metric in 2000; and they shared a straightforward reason why. As it turns out, it's all about development.... Read more.
What We Can Learn from the 250 Best Managed Companies...
The Wall Street Journal recently announced the Drucker Institute’s annual list of the 250 best-managed companies in America. You might be surprised at the list of criteria that is used to compile the list! Read more....
Making Your Value-prop Stronger
As we all know, the acronym T.M.I. stands for “too much information,” and is often used when someone over-shares things of a personal or private nature. As it turns out, it can also apply to how we sell or present. Read more...
Derailed by Details
In a recent post published by makingthenumbers.com, author Jack Falvey suggests getting the business first, then dealing with the details. Good advice for sure! Consider why.... Read more...
An English proverb says, “Cometh the hour, cometh the man.” It’s the idea that the right leaders will emerge or step up during times of crisis. And it’s not just CEO’s or top management, but rather leaders at all levels that must step-up to engage and support their teams during this time of need. The question is, how? Read more...
Well Done v. Well Said
Since many organizations are beginning to make strategic plans for the New Year, it seems an ideal time to reaffirm the fact that “planning” does little good without execution. Or, as Ben Franklin put it, “Well done is better than well said!” One method of improving our ability to execute involves "4Dx," a strategy for putting plans into action... Read more...
How Effective is Your Feedback Style?
A recent Gallup article revealed that only 14.5% of managers strongly agree that they are effective at giving feedback to team members. While we all need feedback in order to grow and develop our skills, if that feedback is ineffectively delivered it can backfire. Read more...
Too many sales people talk too much and listen too little; and these "terrible too's" can sabotage a sales effort in numerous ways! Fortunately, there are some simple solutions... Read more...
The "5th" P
As you may know, these basic principles are commonly referred to as the four “P’s” of marketing: Product, Price, Placement, and Promotion. But there is still one more critical ingredient that will, ultimately, separate your approach from those of your competitors! Read more...
Looking at a familiar phrase from a different perspective, how does your organization's leadership support or impact the selling process? Read more...
Assume the Sale, But Never the Reason
It's the New Year, and time to reflect on how we can improve our sales effort. Successful sales professionals are able to more effectively close sales not because they are silver-tongued or aggressive when it comes to asking for the business, but rather because they are diligent and proficient when it comes to implementing three important things. Read more...