Welcome to my weekly update of the most interesting news in the world of high accountability leadership.
There was some great news flow this week on employee engagement. I see a lot written about the impact of engagement on employee satisfaction, motivation and creativity. But there’s also some great research here on the profit impact of a highly engaged workforce.
I do think engagement is a powerful framework – but only when leaders on the ground are thinking about it daily. Too often we think about engagement as just the once a year survey, beyond the control of individual managers.
Do you hold individual leaders accountable to engagement? I’d love to hear how you’ve made it work (If we get any great tips I’ll publish them in next week’s newsletter).
New leaders are often the least engaged
New leaders have a very direct impact on productivity, but they can’t engage others if they aren’t engaged themselves. Employers often fail to equip their leaders with the necessary support that they need to engage and motivate a team. This includes changes in attitude and approach as well as new knowledge and skills.
How engagement impacts EPS
Companies with a highly engaged workforce report 147% higher earnings per share than the competition. A nice piece on why engaging your employees with more than just money will lead to greater business results.
The surprising benefits of manager/employee interactions
The median time that leaders spend interacting with their employees is only 3 hours per week. Achieving the optimal 6 hours will advance employee engagement, motivation and innovation. Middle managers and executives need at least 7 hours of direct support to achieve their highest levels of inspiration.
How you can motivate employees with just one word
A recent study found that the feeling of working in a team predicts greater intrinsic motivation. Just by saying the word “together” leaders can produce these effects. Participants in a recent study were 48% more productive when they felt “psychologically together”.
Star performers suffer more from a loss in status
When a high status person takes a tumble, their performance takes a bigger nosedive (than someone with lower status). This can negatively impact business results if a leader identifies too strongly with their status.
Do your leaders deliver results consistently on-time and on-budget? Gillian Fox is an expert in leadership development to build accountability across your organisation.