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Engagement among German workers has long been dismal. Now, disengagement is on the downswing. That's good news. But the country's leaders can make things even better for the workforce.

German managers aren't creating environments in which employees feel motivated.

Merely measuring workers' contentment and catering to their wants often fails to improve business outcomes.

Companies can reduce costly churn if managers know what to look for. But they usually don't -- and that's because too many managers think money is at the root of the turnover issue. This article uncovers the real sources of the problem and reveals the reasons most people quit. Find out how to keep good employees from walking out the door.

Key findings from Gallup's major study of companies that have implemented strengths-based management practices.

Employees across generations have a shared need for clear expectations in the workplace.

When companies consistently talk about strengths concepts, employees use their strengths more often.

Women and men share many CliftonStrengths themes, but women rank higher in Relationship Building themes.

When it comes to getting the most out of employees' strengths and unlocking their potential, managers play an essential role.

When leaders make strengths-based development a priority, their companies make larger, faster strides toward strengths outcomes.

Companies can recognize talent, but it's nearly impossible to maintain a flawless hiring record -- yet some businesses get close.

A Gallup study proves the business benefits of strengths-based development for employees.

Organizations with strengths-based brands draw talented job seekers who are driven to use and develop their innate abilities.

Strengths initiatives come to life when workers go beyond discovering their individual strengths and form strengths communities.

German management culture doesn't emphasize effective people management -- and the results show in low engagement nationwide.

U.S. workers are much more positive about company leaders' moral values than they are about those of the nation generally.

Teams with low engagement and poor managers are less productive, less profitable and less likely to be loyal.

On-the-ground coaches help leaders, managers and employees fully develop and apply their strengths.