Success through People

Let’s start by asking, Where would profits be greater?  In a company where people are worried and afraid or one where people feel successful and optimistic?

Feelings matter a lot. Creating an atmosphere in which people want to do their best work requires a culture which consistently values people value as a source of excellence. 

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In numerous studies we find Employees who are most positive about their work, the company, and their manager deliver the most value.

Someone who is Committed has a sense of loyalty to the organization and is proud to be a member of it.  An Engaged person really cares about doing excellent work, and is deeply involved in the mission and values of the organization. Now, we generally put the two terms together and use the single word, Engagement. So we can say, The Engaged person wants the organization to win, and they work full-out to make that happen.

The Gallup Organization has been measuring employee Engagement for over 30 years and has data on more than 30 million people. Companies in which the workforce is highly Engaged outperform their less Engaged competitors by

  • 147% in terms of earnings per share,
  • they grow 19.2 % more in a year,
  • have double the customer loyalty,
  • half of the turnover, and
  • double the productivity


Bad managers are responsible for at least 70% of employee’s negative feelings and 50% of American employees have left a job to get away from their managers. 

On the positive side, employees who work for managers who are Engaged are 59% more likely to be engaged. Gallup discovered that while an employee’s Engagement level is directly influenced by their managers’ Engagement level, that managers’ level of Engagement is directly related to their managers Engagement level…and so on. Gallup calls this the Cascade Effect. If Management needs to position people into jobs in which their talents are needed and success is very likely.  Then, the chances of the employee being Engaged reaches into the 60th percentile. This is common sense and not nuclear physics.

Feeling good about your self is vital in terms of being able to develop trust in others and feel optimistic. Trust is the glue, the only glue that holds everything together and optimism encourages taking risks and developing resilience, which is the ability to get up and start again when things don’t work out.

Personalizing involves being listened to and given responsibilities and that makes people feel respected. Customizing involves learning what people most want to do at work or what arrangements for how or where they work would make their work better or would allow them to feel better about their organization or job.

We ask an open-ended question, What do you most need or want now? Because the question does not limit the possible answers, many people think the organization will be asked for 100 different things and no organization can possibly manage that. 

Sometimes that’s easy to measure in dollars. For example, organizations normally measure the cost of employee turnover in terms of money. If a program is introduced to reduce turnover and it succeeds, the amount of success is easy to figure out in dollars.

But if the question involves the level of quality of someone’s performance, that measurement is normally a judgment and that typically ranges from Great! to Definitely Needs Improvement. 

If there is no discernible value added by this program,  managers, the executive group, and a sample of employees must analyze why it didn’t work out and create something better…because ultimately the competition certainly will.

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