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LEADING PEOPLE TOUGH JOB I S A N O T O R I O U S L Y
DIRECT MANAGERS ACCOUNT FOR 70% OF THE VARIANCE IN EMPLOYEE ENGAGEMENT Source: Gallup - http://www.gallup.com/file/service...
THE LIKELIHOOD AN EMPLOYEE WILL BE ACTIVELY DISENGAGED DROPS TO 1% WHEN THEIR MANAGER PRIMARILY FOCUSES ON STRENGTHS Sourc...
SO HOW ARE MANAGERS DOING?
NOT WELL ENOUGH
ONLY 32% OF U.S. WORKERS ARE FULLY ENGAGED AT WORK Source: Gallup - http://www.gallup.com/file/services/182216/StateOfAmer...
WORLDWIDE, ONLY 13% OF WORKERS ARE FULLY ENGAGED AT WORK Source: Gallup - http://www.gallup.com/file/services/182216/State...
THE "IT'S NOT ENOUGH" TO THE NUMBER OF CHECKED OUT EMPLOYEES C U R R E N T S T A T E L I N K S C L E A R L Y
HERE'S WHAT YOUR FRONT LINE MANAGERS TELL US IN OUR PROGRAMS
I didn't think managing a team would be this hard. Why can't they just show up and do the work without all of the drama?
People just don't care like I did. I thought it would be like managing ME, and that seemed pretty easy.
There's always a shortage of time and overage of emails and meetings. I am never caught up.
My team needs one thing from me. My boss wants something else. And my customers want another thing. Which do I choose?
BEINGA MANAGERIS TOUGH
THEY DON'T MEAN FOR ONLY 13% TO BE ENGAGED ON THE JOB
ONESOLUTION ISTOBUILDA CULTUREFOCUSED ONSTRENGTHS
SO WHAT'S THE ROI OF A STRENGTHS FOCUSED COMPANY CULTURE?
WHO FOCUS ON THEIR STRENGTHS DAILY SEE A 7.8% IMROVEMENT PRODUCTIVITY WHO FOCUS ON THEIR STRENGTHS DAILY SEE A 12.5% IMPRO...
WHO RECEIVE STRENGTHS FEEDBACK SEE A 14.9% IMROVEMENT TURNOVER COMPANY LEVEL Source: Gallup's database of strengths-based ...
WHOSE MANAGERS RECEIVED STRENGTHS FEEDBACK SEE AN 8.9% IMROVEMENT PROFITABILITY BUSINESS UNITS Source: Gallup's database o...
IN YOUR EXECUTIVE INSIGHTS SESSION, YOU'LL :
1. ASSESS LEADERSHIP CAPABILITIES & BENCH STRENGTH TO TURN POTENTIAL INTO PERFORMANCE
2. TOOLS FOR USING YOUR NATURAL TALENTS TO BECOME THE LEADER YOU WANT TO BECOME
3. CONVERSATION GUIDES THAT HELP YOU AND YOUR MANAGERS ALIGN EMPLOYEE STRENGTHS WITH COMPANY GOALS AND OUTCOMES
We look forward to seeing you soon! training@leadthroughstrengths.com
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Dec. 21, 2016

Executive Insights - Strengths Focused Culture

Executive overview: building a strengths focused culture.
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Executive Insights - Strengths Focused Culture

  1. 1. LEADING PEOPLE TOUGH JOB I S A N O T O R I O U S L Y
  2. 2. DIRECT MANAGERS ACCOUNT FOR 70% OF THE VARIANCE IN EMPLOYEE ENGAGEMENT Source: Gallup - http://www.gallup.com/file/services/182216/StateOfAmericanManager_0515_mh_LR.pdf
  3. 3. THE LIKELIHOOD AN EMPLOYEE WILL BE ACTIVELY DISENGAGED DROPS TO 1% WHEN THEIR MANAGER PRIMARILY FOCUSES ON STRENGTHS Source: Gallup - http://www.gallup.com/file/services/182216/StateOfAmericanManager_0515_mh_LR.pdf
  4. 4. SO HOW ARE MANAGERS DOING?
  5. 5. NOT WELL ENOUGH
  6. 6. ONLY 32% OF U.S. WORKERS ARE FULLY ENGAGED AT WORK Source: Gallup - http://www.gallup.com/file/services/182216/StateOfAmericanManager_0515_mh_LR.pdf
  7. 7. WORLDWIDE, ONLY 13% OF WORKERS ARE FULLY ENGAGED AT WORK Source: Gallup - http://www.gallup.com/file/services/182216/StateOfAmericanManager_0515_mh_LR.pdf
  8. 8. THE "IT'S NOT ENOUGH" TO THE NUMBER OF CHECKED OUT EMPLOYEES C U R R E N T S T A T E L I N K S C L E A R L Y
  9. 9. HERE'S WHAT YOUR FRONT LINE MANAGERS TELL US IN OUR PROGRAMS
  10. 10. I didn't think managing a team would be this hard. Why can't they just show up and do the work without all of the drama?
  11. 11. People just don't care like I did. I thought it would be like managing ME, and that seemed pretty easy.
  12. 12. There's always a shortage of time and overage of emails and meetings. I am never caught up.
  13. 13. My team needs one thing from me. My boss wants something else. And my customers want another thing. Which do I choose?
  14. 14. BEINGA MANAGERIS TOUGH
  15. 15. THEY DON'T MEAN FOR ONLY 13% TO BE ENGAGED ON THE JOB
  16. 16. ONESOLUTION ISTOBUILDA CULTUREFOCUSED ONSTRENGTHS
  17. 17. SO WHAT'S THE ROI OF A STRENGTHS FOCUSED COMPANY CULTURE?
  18. 18. WHO FOCUS ON THEIR STRENGTHS DAILY SEE A 7.8% IMROVEMENT PRODUCTIVITY WHO FOCUS ON THEIR STRENGTHS DAILY SEE A 12.5% IMPROVEMENT EMPLOYEESTEAMS Source: Gallup's database of strengths-based development interventions. As of this report, Gallup's historical client database contained data from 25 million Q12 respondents from 2.8 million workgroups in 195 countries.
  19. 19. WHO RECEIVE STRENGTHS FEEDBACK SEE A 14.9% IMROVEMENT TURNOVER COMPANY LEVEL Source: Gallup's database of strengths-based development interventions. Turnover data was from a study of 65,672 employees.
  20. 20. WHOSE MANAGERS RECEIVED STRENGTHS FEEDBACK SEE AN 8.9% IMROVEMENT PROFITABILITY BUSINESS UNITS Source: Gallup's database of strengths-based development interventions. As of this report, Gallup's historical client database contained data from 25 million Q12 respondents from 2.8 million workgroups in 195 countries.
  21. 21. IN YOUR EXECUTIVE INSIGHTS SESSION, YOU'LL :
  22. 22. 1. ASSESS LEADERSHIP CAPABILITIES & BENCH STRENGTH TO TURN POTENTIAL INTO PERFORMANCE
  23. 23. 2. TOOLS FOR USING YOUR NATURAL TALENTS TO BECOME THE LEADER YOU WANT TO BECOME
  24. 24. 3. CONVERSATION GUIDES THAT HELP YOU AND YOUR MANAGERS ALIGN EMPLOYEE STRENGTHS WITH COMPANY GOALS AND OUTCOMES
  25. 25. We look forward to seeing you soon! training@leadthroughstrengths.com

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