Let’s face it: For many workers, the annual Employee Engagement Survey is meaningless.
Once a year, employees throw their opinions onto a form that goes…well, somewhere. They see no real changes as a result of their participation. The next year, the same questions appear on a survey and the same thing happens. The experience feels transactional and shrouded in mystery, then wildly disappointing as any hopes for change fade quietly into the middle of quarter two. This “traditional” Employee Engagement Survey process actually ends up provoking more disengagement.
Poor Employee Engagement Survey experiences seem to be a part of a bigger problem: In its most recent report on the State of the American Workplace, Gallup shared some troubling data: only 33% of the American workforce reports feeling engaged at work. These “engaged” folks feel valued, enjoy their work, and are motivated to take part in improving their organizations. The rest are either not engaged (just “going through the motions”), or worse, actively disengaged (actually working to subvert or destroy what others at work build).
In other words, American organizations are failing two-thirds of our workforce. The report makes one thing very clear: If organizations are going to rise to meet this challenge, they are going to have to transform the ways they are used to managing people, and quickly.
There are six small words that every business leader – really every person – ought to build into their everyday vernacular: How are we making this decision?
Office existence is strewn with examples of decision confusion. One person thinks the decision has already been made, while a second person thinks he’s waiting on the approval of a third who has no idea she’s the “decider.” Cue the Dilbert cartoon.
We hear it all the time. The continuous chatter of experts reiterating the same old talking points about what organizations need to do to engage and retain their workforce.
But, is any of it working? Gallup recently reported that nearly 70 percent of U.S. employees are disengaged, and 51 percent are looking for new opportunities. Even more problematic is the fact that these numbers have stayed stagnant for at least 15 years.
So, what if our ideas about employee retention are all wrong? What if we are being held captive by our own beliefs and assumptions about the very nature and structure of work in today’s society?
As a leader, you’ll have to make tough decisions that will impact your team on a daily basis. One of these decisions is whether or not your staff should work from the office or remotely.
Many leaders are resistant to the idea of a remote team, but it’s increasingly becoming the norm. Allowing your team to work remotely could increase their productivity, happiness, and well-being. There are, however, various pros and cons associated with home-working.
As we explored in my last article, The Martian, by Andy Weir, provides a dramatic parallel to some of our most challenging professional situations. We previously talked about empowering our teams and people. In this article, we’ll focus on the remaining two business questions we posed:
How important is our ability to solve problems and depend on our individual skills and strengths? And how critical is our investment not only in our teams but in each individual?
There are very few leadership transitions like being a newly commissioned officer in the military.
Typically, on graduation day from a military academy, ROTC program or Officer Candidate School program, young men and women in their twenties pin on second lieutenant bars and immediately find themselves in charge of huge teams and millions of dollars of equipment in one of the harshest working environments imaginable.
Feeling burned out at work is both frustrating and exhausting. Even if you enjoy some parts of your job, the continual stress can be overwhelming. If you feel overworked and under-appreciated, it’s easy to feel angry and resentful toward your team members or your boss.
Occupational burnout is characterized by exhaustion, lack of enthusiasm and motivation, feelings of ineffectiveness, frustration, and cynicism, and results in reduced efficacy (the ability to produce your desired results) within the workplace (Wikipedia).
If this sounds like you, you’re not alone. Nearly 70 percent of U.S. workers feel the same way, though this shouldn’t be too surprising. At its core, occupational burnout is caused by excessive and prolonged stress. And these days, the workplace is more stressful than ever.
Most people in my life know I have a passion for running. However, most people in my life do not know that running is much more than just my cardio routine; it is a daily reminder that I am consistently setting and conquering new goals, which is especially important when other areas of my life feel dull.
My passion for running is not only apparent in my closet, stacked high with old running sneakers. It’s also reflected in my professional life.
Since day one, my goal as marketing manager at gothamCulture has been to promote our team’s in-depth knowledge and understanding of workplace culture.
We have a diverse group of folks here, with over sixty years combined experience in culture change, leadership development, and strategic planning for both private and public organizations of all sizes. We understand that while most people know what organizational culture is, not everyone is an expert on the subject, and we take great pride in our relatable approach to helping leaders learn to navigate today’s ever-changing business landscape.
I strive to make this blog a hub of valuable information that reflects this relatable expertise, and over the past year, we’ve written some great articles that do just that.
Here, I’ve collected our seven most popular articles about organizational culture change for 2016. I hope you enjoy them as much as I do.
We hear a lot about companies decking their offices with ping pong tables, new hip lounges, or soda machines in order to engage millennials in the workplace. But what if the secret to millennial engagement lies not in the objects or memorabilia, but rather in the dialogue between you and your employees? Encompassing ages 18-35, millennials are a generation that wants to be heard; one Entrepreneur.com article even went so far as to title itself, “I Am Millennial. Hear Me Roar!”
Though common communication techniques found in frequent bestsellers may work for some, millennials display a unique repertoire of behaviors that need to be understood before entering a conversation. Here are five meaningful ways to get you started: