{"id":2564,"date":"2016-12-13T11:20:27","date_gmt":"2016-12-13T19:20:27","guid":{"rendered":"https:\/\/markccrowley.com\/?p=2564"},"modified":"2018-03-29T14:27:38","modified_gmt":"2018-03-29T21:27:38","slug":"gallups-profound-discovery-engagement-is-driven-by-good-managers-with-rare-talents","status":"publish","type":"post","link":"https:\/\/staging-wmplo.xyz\/mark-c-divi5\/gallups-profound-discovery-engagement-is-driven-by-good-managers-with-rare-talents\/","title":{"rendered":"Gallup\u2019s Profound Discovery: Engagement Is Driven By Good Managers With Rare Talents"},"content":{"rendered":"

\"Searching<\/a> \u201cTalent hits a target no one else can hit. Genius hits a target no one else can see.\u201d<\/span><\/i><\/p>\n

\u00a0\u2013 Schopenhauer<\/strong><\/span><\/p>\n

It\u2019s been nearly three\u00a0years since Gallup announced its stunning finding that engagement in the American workplace had fallen to crisis levels.<\/p>\n

In what became the shot heard \u2018round the world in business, the research firm revealed that 70% of the nation\u2019s working population admits to being disengaged in their jobs (i.e., content with collecting a paycheck while investing little of their hearts in their work) \u2013 and that nearly 1 in every 5 workers is so discontent that they\u2019re perversely motivated to undermine<\/i> the effectiveness of their bosses and organizations.<\/p>\n

All of this profound unhappiness has a primary source, of course, and organizations across the land have scurried to create taskforces, introduce employee satisfaction metrics and experiment with innumerable strategies in their efforts at finding it.\u00a0 Like any problem decades-long in the making, however, no new programs or organization-wide themes are likely to prove effective at creating a sustainable solution. (For proof of this, we only need to look at where engagement is in 2017. \u00a0The needle has barely moved).<\/p>\n

I\u2019ve always believed, of course, that our shared engagement problem is the direct result of ineffective \u2013 even destructive \u2013 leadership.\u00a0 More specifically, I\u2019ve shown that human beings have greatly evolved what they need and want in exchange for their committed efforts at work, while our traditional managerial practices have failed to keep up.<\/p>\n

Last fall, Gallup helped confirm this assessment when their research revealed that too many people in supervisory roles today, across all industries, lack the requisite ability to manage.\u00a0 Their important revelation was that employee engagement in the 21st<\/sup> Century is largely dependent upon having a good manager.<\/p>\n

In a series of discussions I\u2019ve since had with Dr. Jim Harter, Gallup\u2019s Chief Research Scientist, I’ve learned there are five specific talents that\u00a0characterize the most effective and influential workplace leaders.<\/p>\n

The direct and immediate take-away is that some people are naturally imbued with qualities and talents that virtually preordain their leadership success.<\/span>\u00a0 The surest way of restoring high engagement, therefore, is to only select people with these traits into all future managerial roles.<\/p>\n

Managers, Not Organizations, Drive Engagement<\/span><\/b><\/p>\n

\u201cWe\u2019ve long had the understanding in business,\u201d Harter told me, \u201cthat organizations have an overriding culture \u2013 one that\u2019s either highly engaged or not.\u00a0 But when we mapped engagement data down to the team level, we started noticing that engagement \u2013 and all performance metrics \u2013 varied widely.\u00a0 Our discovery was that culture varies by team.\u00a0 When we got under the hood a little bit, it became more obvious that whatever was happening with a team was directly related to its manager and to the tone they were setting.\u201d<\/p>\n

Managers Are Too Often Chosen For The Wrong Reasons<\/span><\/b><\/p>\n

It\u2019s simply undeniable that managers directly affect people\u2019s lives and how they feel about their jobs and organizations,\u201d stresses Harter.\u00a0 \u201cBut what we\u2019ve seen over the years is that many organizations haven\u2019t given a lot of attention to selecting managers based on their talents, and that just means they\u2019re left with a random distribution of engagement team-to-team.\u201d<\/p>\n

Gallup now estimates that managers account for at least 70% of the variance in engagement scores \u2013 a direct reminder of what\u2019s at stake every time a new manager is chosen.\u00a0\u00a0 Nevertheless, people are predominantly given management positions as rewards for long tenure (often because it\u2019s the only road to higher pay), or because they were successful in a prior job entirely unrelated to management.\u00a0 \u201cI would call decisions like this one of the biggest missed opportunities since modern-day organizations have been around,\u201d says Harter.<\/p>\n

The Talents Required To Be A Good Manager Are Extremely Rare<\/span><\/b><\/p>\n

The famous question of whether great leaders are made or born seems to now have a conclusive answer.\u00a0 Gallup believes some people come into the world pre-wired with a rare combination of talents (naturally recurring patterns of thoughts, feelings and behaviors) that enables them as managers to instinctively engage employees, build loyalty and drive high performance.<\/p>\n

Gallup has an assessment tool that diagnoses whether someone has all of the talents required to be a great manager.\u00a0 Out of the 300,000 people who\u2019ve taken it so far, only 10 percent had all five \u201cextreme\u201d talents:<\/p>\n

    \n
  1. They individually motivate and inspire<\/b> employees to take action.<\/li>\n
  2. They assertively drive outcomes<\/b> and successfully maneuver through adversity and resistance.<\/li>\n
  3. They create a culture of clear accountability.<\/b><\/li>\n
  4. They build relationships <\/b>anchored by trust, full transparency and advocacy.<\/li>\n
  5. \u00a0They make decisions<\/b> based on productivity, not politics.<\/li>\n<\/ol>\n

    The research indicates that another 20% of the population has more moderate levels of these talents.\u00a0 Through training and coaching, they\u2019re also assured of attaining a very high level of performance.<\/p>\n

    If you\u2019re wondering about the prospects of the other 70% becoming excellent managers, the news isn\u2019t too encouraging.\u00a0 \u201cWhile people, of course, do learn and change, without the inherent talents needed as a foundation,\u201d Harter says, \u201csucceeding as a manager will always be a kind of a struggle \u2013 an uphill battle.\u201d<\/p>\n

    How These Talents Translate Into Behaviors<\/span><\/b><\/p>\n

    If you\u2019re trying to determine whether you have the talents of a truly great manager \u2013 or want to learn how to identify one during your hiring process \u2013 you should know that they not only behave differently, they instinctively lead with both mind and<\/i> heart.<\/p>\n

    Here are five ways great managers translate their talents into practices, inspiring uncommon commitment and productivity along the way.<\/p>\n

    1.\u00a0\u00a0\u00a0 <\/b>They\u2019re Results Oriented While Concurrently Focused On Developing Every Worker<\/span><\/b><\/p>\n

    As a means of inspiring loyalty and high achievement, they demonstrate a consistent commitment to every person\u2019s professional growth and expansion.\u00a0 Rather than use training opportunities as a reward \u2013 or delay them until a campaign\u2019s goals are met \u2013 they intentionally seek to accelerate the competency and growth of every employee while<\/i> simultaneously driving performance.<\/b>\u00a0 Generous, and with an abundance mindset, they willingly share their own hard-earned expertise and know-how.\u00a0 They understand that by pro-actively developing people, they inherently build the self-confidence that enables them to scale new heights.<\/p>\n

    2.\u00a0\u00a0\u00a0 <\/b>They Intentionally Give Employees A Voice In Decision Making<\/span><\/b><\/p>\n

    Seeking to ensure employees feel deeply committed to the team\u2019s mission and tactics, they take time to solicit their feedback \u2013 even guidance.\u00a0 Having an orientation like this requires higher levels of self-esteem, an inclination to be inclusive \u2013 not to mention an ability to manage without full command and control.\u00a0 But the payback from all of this pulse-taking and transparency is a soaring of engagement and trust.\u00a0 People feel heard and valued, and ultimately treat the success of the business as if they were owners.<\/p>\n

    3.\u00a0\u00a0\u00a0 <\/b>They Ensure People Feel Connected And Know How Their Work Contributes To The Team And Organization.<\/span><\/b><\/p>\n

    When workers become deeply disengaged and dispirited in their jobs, one consistent contributing factor is the belief that the work they do every day has no real meaning.\u00a0 But highly effective managers fully understand that all human beings need to know that their work matters and has significance.\u00a0 Consequently, they make a practice of reminding employees of the importance of their work and how it directly connects to the teams\u2019 and organization\u2019s success.\u00a0 Their goal is to ensure no one goes home at the end of the week without knowing that all of their efforts and contributions truly made a difference.<\/p>\n

    4.\u00a0\u00a0\u00a0 <\/b>They Routinely Make People Feel Valued And Appreciated \u2013 Even Nurtured<\/span><\/b><\/p>\n

    Feeling valued is essential to the well-being of all people and to the spirit which motivates performance.\u00a0 Many managers, to their detriment, often disregard how important this is to people, how it inspires and why it\u2019s so essential to sustaining high performance.\u00a0 Because it\u2019s human nature to want to do more of anything that gets acknowledged and appreciated, the best managers set aside time at regular and known intervals to thank and praise their people for all performance that meets or exceeds expectations.<\/p>\n

    5.\u00a0\u00a0\u00a0 <\/b>They\u2019re Deeply Caring About The Well-Being Of Every Person They Lead<\/span><\/b><\/p>\n

    One characteristic of great managers that accentuates their inherent uniqueness is their motivation to make a meaningful difference in their employees\u2019 lives.\u00a0 They authentically care about seeing their people thrive and succeed, and get to know and understand them individually.\u00a0 They learn their personal stories \u2013 and are deeply motivated to ensure their unique needs and aspirations are met.\u00a0 They also seem to intuitively understand the truth in the late poet Maya Angelou\u2019s insight: “A leader sees greatness in other people.<\/em>\u00a0\u00a0You can\u2019t be a great leader if all you see is yourself.\u201d<\/em><\/p>\n

    Conclusion:<\/span><\/b><\/p>\n

    If it\u2019s not already apparent, the most effective managers seek to influence employees in ways we\u2019ve traditionally believed were soft and even weak in business.\u00a0 They build personal relationships with their people, advocate for their growth \u2013 and routinely ensure they feel valued, respected and cared for.\u00a0 Just the idea that they want to make a difference in other people\u2019s lives is a colossal change in our shared leadership paradigm.<\/p>\n

    Were you to ask any of the people known-to-be disengaged in their jobs today (67% of our society) what they felt was missing at work, it\u2019s almost assured to be some if not all of the things I just mentioned.<\/p>\n

    So, just imagine what it would be like if every manager in the American workplace shared these same traits and talents.\u00a0 Just think how much greater human potential could be released.\u00a0 One sure hint to the outcome:\u00a0 Gallup has confirmed that great managers contribute 48 percent higher profits than average ones.<\/p>\n

    Please know in advance that we\u00a0greatly\u00a0appreciate\u00a0when you share these articles with friends and colleagues via Twitter, Facebook and e-mail.\u00a0\u00a0Our aim is to influence, and we rely on you to help us get our message out! \u00a0If you would like to receive Mark\u2019s work directly (no strings!), please\u00a0sign up for his\u00a0tribe\u00a0here.\u00a0<\/a>\u00a0<\/em><\/strong><\/p>\n

    PS: Be sure to read all of Mark\u2019s\u00a0Fast Company<\/em>\u00a0Magazine articles \u2014 you can find these on the top right-hand side of this website!<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

    \u201cTalent hits a target no one else can hit. Genius hits a target no one else can see.\u201d \u00a0\u2013 Schopenhauer It\u2019s been nearly three\u00a0years since Gallup announced its stunning finding that engagement in the American workplace had fallen to crisis levels. In what became the shot heard \u2018round the world in business, the research firm […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[12,13,14,1],"tags":[44,245,72,73,257,100,258,127,133,143,144],"class_list":["post-2564","post","type-post","status-publish","format-standard","hentry","category-lifeaffairs","category-heartleadershipinpractice","category-leadership","category-uncategorized","tag-ceo","tag-dr-jim-harter","tag-employee-engagement","tag-employee-satisfaction","tag-gallup","tag-heart","tag-lead-from-the-heart","tag-leadership-2","tag-leadership-skills","tag-management","tag-management-skills"],"yoast_head":"\nGallup\u2019s Profound Discovery: Engagement Is Driven By Good Managers With Rare Talents - Mark C. 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