By Gale Mote / Guest Editorial
Employee engagement figures have not changed much over the past decade and a half. According to the Gallup Corporation’s “State of the American Workplace” study, released in 2013, disengaged employees (70 percent) greatly outnumber engaged employees (30 percent). Those numbers have not really moved since the organization published its “12 Questions of a Great Place to Work” study in 1999.
What’s worse, according to Gallup, only 35 percent of managers in the United States are engaged. How can a disengaged manager possibly be in a position to help create and sustain a high-performance work culture? The answer is, they can’t!
The truth is, managers matter. They account for 70 percent of the variance in employee engagement, retention, recruitment, innovation and well-being in the work place. And while no manager can motivate their employees, it is possible for them to create a work environment where direct reports and peers are delighted to give their discretionary effort.
I believe that high-performance work cultures are established from the top down and sustained from the bottom up. According to Gallup, managers who are supervised by highly engaged leadership teams are 39 percent more likely to be engaged themselves. Employees supervised by highly engaged managers are 59 percent more likely to be enthusiastic about their work, committed to the organization and play an active role in continuously adapting to be the best. Just like a pebble in a pond, engagement ripples from the top down!
Gallup’s research also suggests that leadership needs to clearly and consistently communicate with its managers where the organization has been and where it is going. Making learning and development a priority is key to helping managers grow and feel like their contribution is having a positive impact. This includes coaching, mentoring, formal and informal learning.
In his book, “It Worked for Me: In Life and Leadership,” former secretary of state and national security advisor Colin Powell elaborates on his 50-50 rule for evaluating performance and identifying candidates for promotion. He believes 50 percent of an evaluation needs to be based on prior performance and 50 percent on potential in the new role. Different skills and talents are required for different management positions, and success on one rung of the ladder does not guarantee great performance at another level. Capitalizing on strengths and finding the right fit dramatically increases productivity, performance and overall job satisfaction.
Managers, in turn, need to focus on reliable and meaningful communication to engage their direct reports. This means clearly defining expectations and taking an interest in who the person is outside of work. According to Gallup, managers who use a combination of face-to-face, phone and electronic communication are the most successful in engaging employees. Remember, every person counts.
It is similarly important for managers to get out of their offices and make the rounds. When Colin Powell was secretary of state, he would go on “walkabouts” and talk to his employees. During many of these visits, he would gain tremendous insight into the needs, challenges and contributions of his direct reports and their teams. Managers need to make employees feel it is safe to share information, ask questions, challenge others and make mistakes.
Engaged employees have managers who are available to help them solve problems. “If people stop bringing their problems to you, it means they don’t believe you can solve it, that you don’t want to hear about it or worse, you simply don’t care,” writes Powell. “If your employees stop coming to you with their problems, you have stopped being a leader.” Effective managers help to break down obstacles and barriers that get in the way of their team’s success.
Effective managers also take time to talk about the work, helping to establish performance goals and clarify priorities. They engage in frequent performance conversations, including positive reinforcement and constructive feedback. One of the top negative emotional triggers in the workplace is a feeling that people are being treated unfairly. Holding oneself and others accountable without blame or excuses is key.
Building trust is the foundation for holding people accountable. Managers and leaders build trust with their demonstrated competence, commitment and compassion. People typically rise to the level of expectations that you set for them. When you demonstrate kindness and mutual respect for every person in the organization, they will watch out for you and never let you down.
High-performance work cultures produce extraordinary results with a strong customer focus and highly engaged employees. If managers are not committed, employees will struggle to achieve their potential. Ask yourself how engaged your managers are, and proceed from there!
Gale Mote is a trainer, organizational development catalyst and coach in Cedar Rapids. Contact her at galemote@galemoteassociates.com.
