Engagement surveys from Gallup and others tell us the same story: “70% of employees are not engaged or are actively disengaged.” We sat down to discuss the problem in today’s workplace and what is generating this problem.
Managing people would seem to be just another discipline, just another area in which a body of knowledge, including theory, has been accumulated. This knowledge should form the basis for a set of discrete, definable procedures which if followed should yield the desired results. But “should” never occurs on any day of the week. If it had, there would be no need to write this book.
Most people are actually somewhere between being a good leader and a bad leader, with the majority uncertain of the connection between their leadership and performance. A deeper knowledge of what good (or great) leadership is will then enable you to break-through and affect change in the performance of your team, organization or company like never before.
Employee Engagement is a largely misunderstood concept and one that management often undertakes through programs initiated in the workplace. It is not, however, possible to “engage” an employee, but it is possible to create the environment where employees will choose to become fully engaged.
Most attempts to define leadership refer to one or more characteristics of a leader or to an action that a leader takes, such as providing a vision, getting things done through people, or challenging the status quo. Problematically, these are mere descriptions, not definitions. The individualistic actions a leader chooses to take and the idiosyncratic traits a leader exhibits do not reflect the essence of leadership. To determine what leadership is, we have to take a deeper dive. Because experts…