Gallup’s Post

Your managers can’t give what they don’t have. Today, we’re asking to them to advocate for their employees, to be leaders with the ability to move business forward. And to model strong leadership communication skills. If they need help, we can help. iVoice Communication trains existing and emerging leaders to manage themselves - while managing their people - and strengthening your business. #presentations #conversations #collaboration #negotiation #communication #innovation

This message goes out every day, frequently... Telling us that employee engagement is both very profitable but very badly/poorly achieved. They tell us why and what but don't explain how to fix it: How to build permanent employee engagement. So here it is again... ... You build the infrastructure of a strong corporate culture AND maximise the chance of optimal employee engagement after you adopt a good MEVPIV! It is fast, relatively low-cost exercise, with an extraordinarily high, and resilient ROI (if it is done properly).

Managers have the power to make or break an employee’s experience and engagement. Invest your time as a leader in focusing on people as much as possible. Then focus on them a bit more than that.

"I don't have enough time," is the sentence we hear mostly as an excuse for why managers don't focus on the people more. And it's not just their fault. When managers' performance also is measured solely based on numbers from excel it is easy to lose sight on the real priority - people. There isn' just one-size-fits-all solution. But first step is: Invite your team members to regular and frequent meetings focused on their development only - put it in the calendar and don't move! Those are sacred. #priorities #motivation #leadership

Are your staff engagement scores plummeting? Experiencing higher-than-average employee turnover? It’s time to look at your management and their patterns, practices and rituals. Did you know that Gallup found that 70% of the variance in team engagement is determined by the manager, yet managers spend just 7% of their time managing people? There’s a clear disconnect. What’s worse is 97% of managers think they’re doing a great job, but 69% of employees report poor management. To address this issue, leaders must honestly evaluate their own performance. This requires honest answers to critical questions: 1) How are we holding managers accountable for their impact on team engagement and performance? 2) What systemic barriers prevent managers from spending adequate time on people management, and how can we eliminate them? 3) Are we providing the right incentives and consequences to ensure managers prioritise team engagement? 4) How transparent and rigorous are our processes for gathering and acting on employee feedback about management quality? 5) What specific actions are we taking to support and develop managers who are struggling, and how do we measure their improvement? 6) How do we ensure that our culture and values align with the behaviors we expect from our managers? 7) What role does the executive leadership team play in modeling and reinforcing effective management practices? Are we doing a good job? By addressing these questions, leaders can delve deeper into the root causes of engagement issues and drive more substantial and sustainable improvements. Kia kaha. Kia māia. Kia manawanui. #EmployeeEngagement | #Leadership | #Management | #TeamPerformance | #ManagerAccountability | #FeedbackSystems | #CultureAndValues | #ExecutiveLeadership | #EmployeeFeedback | #Incentives | #WorkplaceCulture | #EngagementMetrics | #SustainableImprovement

There’s currently a critical disconnect in people leadership: “97% of managers believe they’re excelling in managing their people, yet 69% of employees report experiencing bad management. Clearly, there’s a disconnect here.” - Gallup Gallup’s research shows that 70% of team engagement variance is determined by the manager, yet managers spend only 7% of their time on people management. This undervaluing of people leadership is a major issue. In addition, managing people has become even harder with new demands for flexibility and increased mental health issues. In 2023, Gallup found one in five employees felt loneliness, anger, or sadness, and four in 10 felt a lot of stress. As leaders in Aotearoa New Zealand, we need to take note and acnowledge that we can always be better in engaging our people! ‘Engaged workers’ are described as “highly involved in and enthusiastic about their work and workplace. They are psychological ‘owners,’ drive performance and innovation, and move the organisation forward.” Yet, in Australia and New Zealand only 25% of our workers are ‘engaged’. Meanwhile, 64% of workers are ‘not engaged’, and 11% are ‘actively disengaged’, slightly better than the global figures of 62% and 15%, respectively. Let’s be blatently clear; there is a significant gap between our perceptions and our employees’ experiences regarding recognition and feedback: While nearly 60% of us as managers believe we recognise our team’s hard work, only 35% of our employees agree. In short, we think we are better than those who work for us do! Oh, and here’s some additional data: # only 12% of our employees report being asked by us how they like to be recognised. # only 20% of our employees receiving weekly feedback, compared to 50% of us as managers believing we provide it. # when we do communicate, the communication style we often use is likely, seen as ‘Passive-Aggressive’. In a recent poll, over 100 respondents identified Passive-Aggressive communication as the most frequently used style by managers in New Zealand. This communication style can exacerbate issues of workplace loneliness and burnout. # A recent wellbeing@work survey by Prof Jarrod Haar, PhD, FRSNZ, CFHRNZ showed 52% of employees in New Zealand report high levels of workplace loneliness. Gender diverse employees report an alarming 94% loneliness, while neurodiverse employees and those with undisclosed disabilities report significantly higher loneliness rates than their counterparts. As leader and managers, we must recognise these are s*^%# results, and it’s time be honest with ourselves: What is the true frequency, style and perception of my feedback to my team(s)? And how do I ensure that all my employees feel connected, recognised, valued & supported? Based on these questions: what’s one thing you’re going to do differently from today, based on this e hoa mā? Hōake tātou #Leadership | #PeopleFirst | #LeadershipDevelopment | #CoachingLeadership | #CommunicationStyles

Absolutely, the Agile mindset emphasizes the importance of empowering teams to take ownership of their work. Trusting employees who are closest to the tasks can lead to more innovative solutions and higher productivity. When managers shift their focus to supporting and developing their team members, rather than micromanaging tasks, it creates a more collaborative and motivated work environment. Senior managers focusing on strategic leadership ensures that the organization remains aligned with its long-term goals while being adaptable to changes. This approach can be transformative, fostering a culture of continuous improvement and resilience. This mindset is necessary for surviving in a constantly changing environment. No company is exempt from this newly needed way of working! Thoughts?

Connect!!! One of the 9 key characteristics of a good leader is to connect!!!

“97% of managers believing they’re doing a really good job of managing their people, while 69% of employees experience bad managers, so somebody’s not telling the truth, obviously.” Employee engagement is one of the driver of productivity 👉70% of team engagement is determined by managers So what? 🤓 Should we as organizations, spend more time selecting the right managers or investing more in development? #passion4people