Close
Type and press "Enter" to search

Why employees stay and why they go

Supporting an organization through an interesting experiment. The company has a ~28% turnover rate, which is not too bad, and they want to reduce that to about 20% in 2-years. We decided to hold a series of ‘Stay Interviews’ to create a continuum of stories about employee satisfaction and dissatisfaction with people who have remained … Continued

Disengagement Causes a Search for Examples not Leaders

While organizations and Human Resources promote theories of engagement, multiple generations, and cultural fit, we continue to seek the recipes and others to show us ‘what matters or what should matter to a diverse workforce. Paradoxically this causes a dependence on others to point out how we should be engaged or what cultural fit ought … Continued

9 Steps to Make Work Better

Surveys and assessments DON’T make your work better. Making improvements to the work MAKES work better.

Managerial-Leadership Case Study Employee Engagement Requires the Necessary Resources

To complete work the employee must have the appropriate resources. This does not mean that a manager needs to supply all the resources that employees desire, but it does mean that the manager should supply employees with sufficient resources. Resources can include materials, consultants, training, staff, etc.; without the proper resources frustration will occur and this frustration leads to disengaged employees.

Managerial-Leadership Case Study Contextual Goals Matter

If the goals are too small people feel micromanaged. If the goals are too large people are lost and unsure what to do, macromanaged.

Properly delegated Contextual Goals are Goldilocks Goals…They cannot be too big or too small. They are just right, and matched to the person.

Falling from Big Enough to Too Small in competence for the role

The most frightening thing about having a manager that is “Too small” and creates under-performance and dis-engagement is the gradual reduction in level of competence of the subordinate team, which creates broad departmental under-performance and increased dis-engagement. The department begins to sink in scale, matching the competence of its manager.

The 5 Levers of Employee Engagement

Often managers are mistaken in their belief that a person’s psychology or personality is what drives engagement. No, it is the work system that drives behaviors and it must be developed to keep people engaged in work that is meaningful and in which they can make progress.