It’s The Manager
From Gallup, based on the largest global study on the future of work
JIM CLIFTON and JIM HARTER
This is a reference book for CEOs, CHROs and
While the world’s workplace had been going
through extraordinary historic change, the
practice of management has been stuck in
time for more than 30 years.
Politics and policies won’t fix declining
economic dynamism and declining
Failing to maximize the potential of a team
member is – to use a six sigma term – a defect.
The new purpose of business and the future of
work has to include maximizing human
In America and around the world, the great
global dream is to have a good job.
What is the difference between a lousy job, a
good job and a great job?
A lousy job is one where you are underemployed, receive
low wages and work less than 30 hours when you want
to work full time.
A good job is one , where you are working full time in an
organization, with 30 plus work hours a week and a living
A great job has all the qualities of a good job but with
one difference – employees are meaningfully engaged
with fulfilling work and they experience individual growth
and development at the workplace.
Changing your culture begins by changing
what CEOs and CHROs believe. Then changing
what the managers in the organization believe.
And then changing how those managers in the
company develop every single team member.
Changing demands of the workplace
1. My paycheck to my purpose
2. My satisfaction to my development
3. My boss to my coach
4. My annual review to my ongoing conversations
5. My weaknesses to my strengths
6. My job to my life
Only 22 % of the employees strongly agree
that the leadership in their organization has a
clear direction for the organization.
The old boss to employee, command and
control leadership environment has ‘worked’
when it comes to building process efficiency
systems, engineering large buildings and
building infrastructure, the past model does
not work in a new model where employees
demand coaching and collaboration to thrive.
According to Gallup survey, the traits of most
successful leaders can be distilled down to two
1. bring multiple teams together
2. make great decisions
and these two determine whether an
organization is agile.
For any organization to change, its managers
must be able to work together.
Making great decisions involves :
a. Knowing your limits
b. Applying critical thinking and
c. Using analytics driven evidence
41 % of employees strongly agree that they
know what their organization stands for and
what makes it different from competitors.
Culture determines your brand – how
employees and customers view your company.
Symptoms of a broken culture
1. The inability to attract world class talent
2. Difficulty getting organic growth based on customer employee
3. Leadership initiatives don’t go anywhere
4. Lack of agility in responding to customer needs.
How to change a culture
1. Identify your purpose and brand
2. Audit all programs and communications
3. Reposition your management as coaches.
Gallup scientists have identified five general innate traits
that predict performance across jobs and these are
things to look for in hiring an employee:
1.motivation – drive for achievement
2.workstyle –organizing work for efficient completion
3.initiation – talking action and inspiring others to
4. collaboration – building quality relationships
5. thought process- solving problems through
assimilation of new information
5 questions employees ask when they join a company
1. What do we believe in around here
2. What are my strengths
3. What is my role
4. Who are my partners
5. What does my future look like here?
5 steps to building a strengths based culture
1. Start with the CEO or it doesn’t work
2. Require every employee to discover their strengths
3. Build an internal network of strengths coaches
4. Integrate strengths into performance management
5. Transform your learning programs.
Today 35 % of employees report changing jobs
in the past three years. And nearly 50 % of
employees say that they are actively looking
for a new job.
A successful exit looks like :
1. the employee feels heard
2. the employee leaves feeling proud of their
3. you create a brand ambassador
Performance ratings reveal more about the
supervisor than the employee
Gallup analysis has three dimensions that best
statistically predicts overall success in a role:
1. Individual achievement
2. Collaboration with team members
3. Customer value
One of Gallup’s biggest discoveries is : the
manager or team leader alone accounts for 70
% of the variance in team engagement.
Gallup has studied engagement levels of 3
million teams. The number of members in a
team varied considerably.
Teams with fewer than 10 team members have
the highest and lowest levels of team
Globally 85 % of employees are not engaged
or actively disengaged at work.
A high development culture is..
CEO and board initiated
educates managers on new ways of managing
practice companywide communication
hold managers accountable
The 5 traits of great managers:
a. Inspire teams to get work done
b. set goals and arrange resources for team to
c. initiate work and push through adversity
d. build commitment through collaboration.
e. taking an analytical approach to strategy
and decision making
Only 21 % of employees strongly agree that
their organization is committed to building the
strengths of each employee.
Women face the following three challenges at
a. Unfair treatment
b. Pay inequity
c. Work life flexibility
Office layout has evolved. The three things
employees want in office features are:
1.privacy when they need it
2.personal workspace and
3.having their own office
Organizations that aren’t agile and that don’t
have the capacity to adapt quickly will be
overcome by their competitors – or put out of
Organizations that aren’t agile and that
don’t have the capacity to adapt quickly
will be overcome by their
competitors – or put out of business.
You cannot have a culture of agility until you
equip your managers with the right
development, clear expectations, ongoing
coaching and accountability.
When customer engagement increases, sales
increases. Engaged customers do three things
compared to a less engaged customers:
a. Buy more frequently
b. spend more per transaction and
c. pay a higher margin