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Learn how to optimize employee performance at your organization.

Top-quartile business units have 50% higher revenue/sales than those in the bottom quartile.

The relationship between B2C customer engagement and organizational outcomes

Gallup's latest meta-analysis on the relationship between team engagement and performance covers more than 82,000 teams globally.

35% of U.S. Managers Are Engaged in Their Jobs

Engaged companies outperform their competition, Gallup finds. And when it comes to assessing their workforces' engagement, those companies measure the right things in the right way.

Two researchers say that your tribe is more important than anything else at work. Here’s how companies can harness the power of that insight to understand and influence team performance.

When Gallup analyzed high-performing workgroups to understand what drives their success, one of the dozen elements that emerged as most important was the statement “This last year, I have had opportunities at work to learn and grow.” Decades of research reveals that employees give more of themselves when they feel a sense of progress rather than feeling stagnant, according to the authors of 12: The Elements of Great Managing.

This question has been nagging at executives, investors, and the media. Here, Gallup's chief economist sheds some much-needed light on the subject. He also tells how companies can protect themselves if there's a serious downturn and what managers -- many of whom have never lived through a real economic slump -- should know.

Building a strengths-based organization seems like it would be simple. The concept is so intuitive, the thinking goes, that embedding strengths in a company's DNA should be almost effortless. But this is one of the biggest myths about strengths management -- and, for that matter, about managing transformational change.

It's summed up this way: "My associates or fellow employees are committed to doing quality work." This means that managers should make sure that their teams aren't infiltrated by slackers, who can hurt performance and undermine the morale of those determined to do their jobs to excellence.

The need to feel a connection to a larger cause is very important to most employees. In fact, believing that "the mission or purpose of my company makes me feel my job is important" is a primary motivator, according to the authors of 12: The Elements of Great Managing.

It matters a lot to employees if their opinions count. That's because people work much harder at something that is at least partly their own idea, according to the authors of 12: The Elements of Great Managing.

Your company must do more than make promises to consumers. You need brand ambassadors who deliver on them, says William J. McEwen, author of Married to the Brand.

When deciding where to put their money, do investors take into account the engagement level of a company's employees? If not, it's time they did. Gallup research has found that higher workplace engagement predicts higher earnings per share among publicly traded businesses. Read our report of these groundbreaking findings.

The ramifications of matching employees to what they naturally do best are profound. So much so that this aspect of work life emerged as one the elements that best predict the performance of an employee or team. The authors of the New York Times bestseller 12: The Elements of Great Managing explain.

Fully engaged customers deliver a 23% premium over average customers in share of wallet, profitability, revenue, and relationship growth. That's exactly why so many call centers survey customers to determine their level of engagement. But what happens in between measurements? Specifically, how can a team leader keep customer engagement from feeling like an isolated event, rather than a way of doing business?

Some marketers think that by using high-tech neurological equipment that traces brain activity, they can learn what makes consumers tick and create more successful ads. Setting aside its Big Brother implications, does neuromarketing even work? Marketing expert John Fleming, who has spent many hours reviewing the brain scans of Japanese shoppers, isn't so sure.

When companies overlook women for executive positions, they ignore a vast talent pool and undermine their profitability. So argues Robin Gerber, author of the newly released Katharine Graham: The Leadership Journey of an American Icon. In this interview, Gerber tells what overlooking women costs companies, what women bring to the boardroom table, and what women -- and men -- need to become truly great leaders.

How a focused and determined new manager of an underperforming hotel tightened expectations, showed the staff their potential, and turned the property's finances around.