Just three in 10 managers globally are engaged -- feel involved and enthusiastic -- in their jobs. So, the chances of them engaging and improving the wellbeing of those they lead are low. If a company wants to increase workforce engagement, it should prioritize making managers’ jobs as streamlined, engaging and fulfilling as possible. Organizations must identify and promote the best methods for selecting and developing managers with the talents and skills to effectively coach in the new and changing workplace. It is also important to reformulate the primary responsibilities of managing, shifting from administrative work to coaching. Learn how to create an engaged workforce by empowering your managers: https://lnkd.in/g8jD6Auj
Builds the case for consistent investment and support for managers and leaders. They have quite a bit to mange, and it's not just KPIs. Personalities, learning types, motivating, modeling, coaching, caring---engaging teams in ways that consistently tilt the scale towards success rather than struggle. It can be complex as I have witnessed, yet providing the right support and seeing it as an investment rather than a cost will differentiate high performing organizations from others.
This is a powerful reminder of the pivotal role managers play in driving engagement and wellbeing within organizations. With only three in 10 managers globally feeling engaged in their roles, it's clear that companies must take strategic action. Prioritizing the streamlining and enrichment of managerial positions can significantly enhance overall workforce engagement.
Being a GOOD supervisor is the hardest job in the world. Many could argue the empowerment path for mgrs is not specifically designed to posture them for success. Deming had much to say about this for those curious to research it
This highlights the importance of organisations continually investing in the development of their leaders. When leaders are equipped with the mindset and skillset of effective strategic leadership, they are more likely to inspire and empower their teams, leading to increased employee work passion, according to Dr. Ken Blanchard's and others' research on servant leadership. This strategic mindset allows leaders to create a shared vision and sense of purpose, which intrinsically motivates employees and encourages passion for meaningful work, resulting in higher engagement.
Spot on. That is why CHRO’s should use these data to invest in Talent Assessment of their managers after the First Q12 survey, invest in Management development after the Second Q12 survey and start Performance discussion after the Third Q12 survey in order to improve company performance in a period of 3 years.
Boosting manager engagement is key to overall workforce engagement. By streamlining their roles and focusing on coaching rather than administrative tasks, organizations can foster a more enthusiastic and effective leadership.
Would be great to compare this number to the$$ value Investments in training made by companies to build better managers That can be a great tool for us to then recommend strengths training for more managers
Close to the 20_80 rule. Good work Gallup for visualizing the invisible👏 There should be a binding legal framework to remove the bottom 20% most unwellbeing politicians, parents, teachers, directors, managers,... from their positions.
In the United States, the situation is equally concerning. According to recent studies, 57% of American workers believe that managers in their workplace could benefit from training on how to manage people effectively and build teams (CIPD). Additionally, 84% of U.S. workers report that poorly trained managers create unnecessary stress and work, underscoring the need for better managerial development (SHRM).