Wouldn't it be great to fix a problem before it is a problem? And, even better with something that is simple. For decades we have talked about engagement and developing managers. It seems, from a sneak preview of Gallup's new research that much has not changed. A third of workers are highly engaged. What about the other 70%?
The study's conclusion laid out in Jim Clifton and Jim Harter's book that is to be released next month, says the overwhelming driver to sustained performance is the manager as coach. We know that, right? However, it is still a topic of deep conversation with my clients and colleagues about what is missing today.
I recently met with several of my clients to learn about their perspective on disruptors in their business and impact on talent. One theme that is emerging is the need to prepare and develop managers so that they respond to fast moving changes in the business and understand what workers want today. Workers expect to do meaningful work that supports personal growth. They are not shy to ask for and expect this.
This goes for the new professional as well as the seasoned one. This past week I also had three calls from accomplished professionals in HR who see limits to their own growth in their organizations and are now exploring new opportunities. There is a problem here that we are not solving for. It is avoidable yet, with all the demands and accelerating pace of business, senior leaders have forgotten the reason we have growth in the first place. Yes, you have to have a great business model and service too but it also means equally hiring, keeping and inspiring talent. What if you could fix your problem simply by investing in managers? Hiring good ones matters. As Gallup states, they are the rocket fuel of the future.
Companies that enjoy engaged workers consistently post profit gains. What is not to like about that result? It is time to go for the simple solution, before you find that 30% or more of your best talent is planning to find the next chapter of their career somewhere else.