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/services/182216/StateOfAmericanManager_0515_mh_LR.pdf

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

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/StateOfAmericanManager_0515_mh_LR.pdf

WORLDWIDE, ONLY 13%
OF WORKERS ARE FULLY
ENGAGED AT WORK
Source: Gallup - http://www.gallup.com/file/services/182216/StateOfAmericanManager_0515_mh_LR.pdf

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% 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.

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.

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.

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