Insights from Jim Clifton and Jim Harter’s book ‘It’s the Manager’. The book is based on the largest global study by Gallup on the future of work
D ShivakumarBy Jim Clifton and Jim Harter
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.
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Politics and policies won’t fix declining economic dynamism and declining productivity.
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Failing to maximise the potential of a team member is—to use a six sigma term—a defect.
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The new purpose of business and the future of work has to include maximising human potential.
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In America and around the world, the great global dream is to have a good job.
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A lousy job is one where you receive low wages and work less than 30 hours when you want to work full time.
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A good job is one where you work full time in an organization, with 30-plus work hours a week and a living wage pack.
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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.
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Changing your culture begins by changing what CEOs and CHROs believe. Then changing what the managers in the organisation believe. And then changing how those managers develop every single team member.
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Only 22% of the employees strongly agree that the leadership in their organisation has a clear direction for the organisation.
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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. It does not work in a new model where employees demand coaching and collaboration to thrive.
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According to Gallup survey, the traits of most successful leaders can be distilled down to two elements:
And these two determine whether an organisation is agile.
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For any organisation to change, its managers must be able to work together.
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41% of employees strongly agree that they know what their organisation stands for and what makes it different from competitors.
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Culture determines your brand—how employees and customers view your company.
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Gallup researchers identified five innate traits that predict performance across jobs, and these are things to look for in hiring an employee:
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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.
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Performance ratings reveal more about the supervisor than the employee
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Gallup analysis has three dimensions that statistically predict overall success in a role:
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One of Gallup’s biggest discoveries is: the manager or team leader alone accounts for 70% of the variance in team engagement.
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Gallup has studied engagement levels of 3 million teams. The number of members in a team varied considerably.
Teams with fewer than 10 members have the highest and lowest levels of team engagement.
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Globally, 85% of employees are not engaged or are actively disengaged at work.
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Disrespect is toxic.
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Only 21% of employees strongly agree that their organisation is committed to building the strengths of each employee.
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Office layout has evolved. The three things employees want in office features are:
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Organisations 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.
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You cannot have a culture of agility until you equip your managers with the right development, clear expectations, ongoing coaching and accountability.
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When customer engagement increases, sales increases. Engaged customers do three things compared to a less engaged customers:
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About the author
Before his current assignment at Aditya Birla Group, Shivakumar was Chairman & CEO at Pepsico India. Prior to that he was Managing Director at Nokia India. Before joining Nokia, he worked with consumer electronics maker Philips and top consumer goods firm Hindustan Unilever. He is an engineer from IIT Chennai and an MBA from IIM Calcutta.
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