The 2012 Towers-Watson Global Workforce study of 32,000 employees across 30 countries proves what many of us instinctively know: there is a very strong and immediate connection between how we feel at work and how we perform.
In a “culture of belief,” employees are engaged, enabled and energized, resulting in annual revenues three times higher than for organizations lacking a positive culture.
In fact, numerous research studies confirm that companies with highly engaged workforces deliver amazing results*
- Average one-year operating margin of 27%
- 12% higher profitability
- 2.6 times EPS growth rate
- 89% greater customer satisfaction
- Employees who are 50% more likely to exceed expectations
- 54% greater employee retention
So, how do you get “there” from “here”? How do leaders enforce engaged behaviors in order to achieve these breakthrough results? You don’t. In fact, you can’t.
That’s because engagement can’t be mandated. It isn’t a prescribed and dictated behavior. Rather, engagement is a state of being. It’s a choice by every person – including executives. Engaged employees will collectively create and nurture a positive culture. Disengaged employees will create and nurture a negative one. Either way, a culture exists.
So, how do leaders help enable a thriving, energized culture? They stop doing so much and start being of service to employees by truly listening, trusting, and empowering.
Beyond exemplary leadership behaviors, organizations need meaningful context for engagement to happen. That entails a compelling and relevant vision and mission, defined shared values that are actually lived every day, ongoing training and learning, meaningful service standards and recognition programs, safe debate and consistent uplifting communications. These are key components of an energized environment in which employees feel they are a part of something bigger than themselves. Once that engagement happens, they will eagerly and proudly take risks and think bigger to create more effective solutions and new value.
And that’s when an organization begins to allow the possible.
*Sources: HBR’s Creating the Best Workplace on Earth, Gallup 2013 State of the American Workplace Report, 2011-2012 Towers-Watson North American Talent Management and Rewards Survey, 2012 IBM Global CEO Study, 2012 Towers-Watson Global Workforce Study
Great article, guys! I think it’s easier to keep a smaller team motivated than a large corporation. And people seem to generally be happier at smaller organizations because they’re able to avoid much of the red tape.