Learn how to optimize employee performance at your organization.
Gallup's latest meta-analysis on the relationship between team engagement and performance covers more than 82,000 teams globally.
Teams' structures are surging, replacing old hierarchies. But is more teamwork better? Not unless teams are managed the right way.
A majority of U.S. superintendents are excited about their school district's future, and say principals and teachers share much of this excitement. But superintendents are less optimistic about the future of U.S. public education.
35% of U.S. Managers Are Engaged in Their Jobs
What does your employees' wellbeing have to do with your company's performance? Plenty. There are five distinct, interrelated elements of wellbeing, and all of them affect the bottom line.
If you want to build a strengths-based company, you can't go halfway. You've got to be all in, or it won't work. Here are three steps executives and managers must take.
Project managers usually understand all the rational factors that drive an effective project. Where do they often fall short? Grasping and managing employees' emotional engagement with their work.
Why do projects often fail? Because organizations put more emphasis on rational factors than on employees' psychological engagement. Here's a smarter approach.
Social connections explain a lot -- from why some teams excel to why, when a husband comes home crabby, his wife soon becomes cranky too. That begs the question: What would social connections do for business if executives used them on purpose?
Almost daily, companies are cutting workers, and morale and productivity are suffering as a result. In this environment, a strengths-based approach is vital because it creates hope, opens the doors to untapped potential, and brings out the best in people and in companies.
Gallup has been studying leadership teams for nearly four decades, and that research has uncovered five telltale signs of strong, high-performing groups of employees, report Tom Rath and Barry Conchie, authors of Strengths Based Leadership.
One of the core principles of strengths management is that people don't need to be well-rounded to succeed. It helps, however, if teams are well-rounded, say the authors of Strengths Based Leadership.
"Our people are our greatest asset." You've probably heard that statement before. But if this is really true, why do so many companies entrust the development and motivation of those essential "assets" to bad managers?
George Borst, president and CEO of Toyota Financial Services, had a daring plan for leading TFS through an expansion of its customer base and product line. But that required transformation in every aspect of his organization -- new people, infrastructure, knowledge, and skills. Some of the changes offered fresh opportunities, but others presented big problems. What's more, the expansion required Borst to discover new methods of leadership. Here's how he successfully transformed his organization -- and, in the process, himself.
This manager in India was faced with a poor-performing team and tremendous pressure to turn it around. To tackle this pressing problem, he took a surprising and totally unconventional approach: He fostered workplace friendships.
Dietitians at St. Mary's/Duluth Clinic Health System were at a crossroads. Their team didn't have enough people and felt ignored. Their workspace was "dismal." A few were quietly threatening to resign. Here's how one manager attacked this problem and raised employee engagement from average to extraordinary -- in just a year.
Team-building was a high priority when Toyota Motor Sales USA opened its parts center in California in October 1996. Toyota's concerted effort to create great teams -- and the productivity that resulted -- illuminates what makes teams truly effective.
Two years ago, St. Lucie Medical Center was busy and profitable -- yet the hospital was ill. Its patient satisfaction scores were dismal, and the hospital's workforce was heading for the exits. By September 2001, employee retention had improved significantly and engagement levels were at an all-time high. Here's how St. Lucie did it, and how other companies can follow suit.
During World War II, U.S. citizens made great sacrifices to divert production to the war effort. Now, another galvanizing event confronts the United States. In this very different war, as armed forces fight, police investigate, and security is tightened, how can managers contribute to the battle against terrorism?