Embed Size (px)
Citation preview
LEADINGPEOPLE
TOUGH JOB
I S A NOTOR IOU S LY
DIRECT MANAGERS ACCOUNT FOR 70%OF THE VARIANCE INEMPLOYEE ENGAGEMENTSource: Gallup - http://www.gallup.com/file/services/182216/StateOfAmericanManager_0515_mh_LR.pdf
THE LIKELIHOOD AN EMPLOYEEWILL BE ACTIVELY DISENGAGEDDROPS TO 1% WHEN THEIRMANAGER PRIMARILYFOCUSES ON STRENGTHSSource: Gallup - http://www.gallup.com/file/services/182216/StateOfAmericanManager_0515_mh_LR.pdf
SO HOW ARE MANAGERS
DOING?
NOT WELLENOUGH
ONLY 32% OF U.S.WORKERS ARE FULLY
ENGAGED AT WORKSource: Gallup - http://www.gallup.com/file/services/182216/StateOfAmericanManager_0515_mh_LR.pdf
WORLDWIDE, ONLY 13%OF WORKERS ARE FULLY
ENGAGED AT WORKSource: Gallup - http://www.gallup.com/file/services/182216/StateOfAmericanManager_0515_mh_LR.pdf
THE "IT'S NOTENOUGH"
TO THE NUMBEROF CHECKED OUT
EMPLOYEES
CURRENT STATE L INKS CLEARLY
HERE'SWHAT YOURFRONT LINEMANAGERS
TELL US IN OURPROGRAMS
I didn't thinkmanaging a teamwould be this hard.Why can't they justshow up and do the
work without allof the drama?
People just don'tcare like I did.
I thought it wouldbe like managing ME,
and that seemedpretty easy.
There's always ashortage of timeand overage of
emails andmeetings. I am
never caught up.
My team needsone thing from me.
My boss wantssomething else.
And my customerswant another thing.Which do I choose?
BEING A MANAGER ISTOUGH
THEY DON'T MEANFOR ONLY 13% TO BE
ENGAGED ON THE JOB
ONE SOLUTIONIS TO BUILD ACULTURE FOCUSEDON STRENGTHS
SO WHAT'STHE ROI OF ASTRENGTHS
FOCUSEDCOMPANYCULTURE?
WHO FOCUS ON THEIRSTRENGTHS DAILY SEE A7.8% IMROVEMENT
PRODUCTIVITY
WHO FOCUS ON THEIRSTRENGTHS DAILY SEE A12.5% IMPROVEMENT
EMP
LOY
EESTEA
MS
Source: Gallup's database of strengths-based development interventions. As of this report, Gallup's historicalclient database contained data from 25 million Q12 respondents from 2.8 million workgroups in 195 countries.
WHO RECEIVESTRENGTHS FEEDBACK SEE A14.9% IMROVEMENT
TURNOVER
CO
MP
AN
YLEV
EL
Source: Gallup's database of strengths-based development interventions. Turnover data was from a study of 65,672 employees.
WHOSE MANAGERS RECEIVED STRENGTHS FEEDBACK SEE AN 8.9% IMROVEMENT
PROFITABILITY
BU
SIN
ESS
UN
ITSSource: Gallup's database of strengths-based development interventions. As of this report, Gallup's historicalclient database contained data from 25 million Q12 respondents from 2.8 million workgroups in 195 countries.
IN YOUREXECUTIVE
INSIGHTSSESSION,YOU'LL :
1. ASSESS LEADERSHIPCAPABILITIES & BENCHSTRENGTH TO TURNPOTENTIAL INTOPERFORMANCE
2. TOOLS FOR USING YOURNATURAL TALENTS TOBECOME THE LEADERYOU WANT TO BECOME
3. CONVERSATION GUIDESTHAT HELP YOU AND YOURMANAGERS ALIGNEMPLOYEE STRENGTHSWITH COMPANY GOALSAND OUTCOMES
