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Book Summary: It's the Manager

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From Gallup, based on the largest global study on the future of work

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Book Summary: It's the Manager

  1. 1. It’s The Manager From Gallup, based on the largest global study on the future of work JIM CLIFTON and JIM HARTER
  2. 2. This is a reference book for CEOs, CHROs and managers.
  3. 3. 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.
  4. 4. Politics and policies won’t fix declining economic dynamism and declining productivity.
  5. 5. Failing to maximize the potential of a team member is – to use a six sigma term – a defect.
  6. 6. The new purpose of business and the future of work has to include maximizing human potential.
  7. 7. In America and around the world, the great global dream is to have a good job.
  8. 8. What is the difference between a lousy job, a good job and a great job?
  9. 9. 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 wage pack. 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.
  10. 10. 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.
  11. 11. 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
  12. 12. Only 22 % of the employees strongly agree that the leadership in their organization has a clear direction for the organization.
  13. 13. 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.
  14. 14. According to Gallup survey, the traits of most successful leaders can be distilled down to two elements: 1. bring multiple teams together 2. make great decisions and these two determine whether an organization is agile.
  15. 15. For any organization to change, its managers must be able to work together.
  16. 16. Making great decisions involves : a. Knowing your limits b. Applying critical thinking and c. Using analytics driven evidence
  17. 17. 41 % of employees strongly agree that they know what their organization stands for and what makes it different from competitors.
  18. 18. Culture determines your brand – how employees and customers view your company.
  19. 19. Symptoms of a broken culture 1. The inability to attract world class talent 2. Difficulty getting organic growth based on customer employee interactions 3. Leadership initiatives don’t go anywhere 4. Lack of agility in responding to customer needs.
  20. 20. How to change a culture 1. Identify your purpose and brand 2. Audit all programs and communications 3. Reposition your management as coaches.
  21. 21. 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 succeed 4. collaboration – building quality relationships 5. thought process- solving problems through assimilation of new information
  22. 22. 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?
  23. 23. 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.
  24. 24. 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.
  25. 25. A successful exit looks like : 1. the employee feels heard 2. the employee leaves feeling proud of their contribution 3. you create a brand ambassador
  26. 26. 3 requirements of coaching: 1. establish expectations 2. continually coach 3. create accountability
  27. 27. Performance ratings reveal more about the supervisor than the employee
  28. 28. 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
  29. 29. One of Gallup’s biggest discoveries is : the manager or team leader alone accounts for 70 % of the variance in team engagement.
  30. 30. 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 engagement.
  31. 31. Globally 85 % of employees are not engaged or actively disengaged at work.
  32. 32. A high development culture is.. CEO and board initiated educates managers on new ways of managing practice companywide communication hold managers accountable
  33. 33. The 5 traits of great managers: a. Inspire teams to get work done b. set goals and arrange resources for team to excel c. initiate work and push through adversity d. build commitment through collaboration. e. taking an analytical approach to strategy and decision making
  34. 34. Disrespect is toxic
  35. 35. Only 21 % of employees strongly agree that their organization is committed to building the strengths of each employee.
  36. 36. Women face the following three challenges at work: a. Unfair treatment b. Pay inequity c. Work life flexibility
  37. 37. 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
  38. 38. 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.
  39. 39. 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.
  40. 40. You cannot have a culture of agility until you equip your managers with the right development, clear expectations, ongoing coaching and accountability.
  41. 41. 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

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