Data on Employee Engagement & Trust

Data gathered by EY found that just 38% of American workers trust the company they work for.

In addition, they saw:

  • Just 46% of U.S. workers have a great deal of trust in their colleagues and 
  • Only 50% trust their boss.

One of the most important lessons I have learned in life (there are many) involves several components:

  • The way I see and interpret the world is vastly different from that of other people.
  • Other’s view of things does not negate my own, but often enhances it.
  • Some of the best solutions are found by contribution of all authentic perspectives.
  • Humility and grace are often required on my part to remember this and encourage others to speak.
  • And maybe the most difficult of these components for me: Sometimes I need to change my thinking, openness or approach (hence the need for my own humility).


Source for data 

Exclusive Leadership vs. Engaged Employees

Have you ever worked in an organization where it seemed that the leaders were more enamored with the idea of being a leader than with actively engaging and empowering the team (expertise) that worked with them?  Maybe where leadership seemed to be more of a fraternity or sorority?  Exclusive? 

The reasons for this perception are many.  It is also likely that leaderships who operate this way do not perceive themselves as doing so.

Gallop found that:

  • 33% of U.S employees are engaged at work.
  • 70% of employees at the world’s best organizations are engaged.
  • Organizations have more success with engagement and improve business performance when they treat employees as stakeholders of their future and the company’s future.

If your employees are disengaged, they are not likely going to share this with you or with the HR organization.  But lack of acknowledgement does not equate lack of an underlying opportunity that, if left uncovered, increases risk.  

Proactive assessments that uncover and resolve these types of issues may be considered a luxury.  But if your turnover is increasing, revenue or sales are decreasing, or your notice that you end your work day carrying home more negative thoughts and positive, then uncovering these types of issues may be imperative for your organization.


Source for data.

Dog fights at work

A little over ten years ago, there were headlines covering an NFL player’s indictment on charges of dog fighting and brutality.  There was righteous outrage across the country (as there should have been).

Too often the policies and procedures we use to measure and evaluate our people enable a form of “dog fights” at work. Physical violence isn’t the symptom, but behaviors such as favoritism and political maneuvering are the symptoms and result in:

·      Promotions of people who are not qualified and who treat others badly

·      Bonuses being awarded to those who have not fully earned them, while those who have worked very hard getting overlooked

·      Credit being taken by people without fully acknowledging those who contributed

These (and other) actions are difficult to stop and are actually encouraged as a way to survive at work.  The first step to correcting the policies and procedures is to recognize that these behaviors exists and determine if we want to do better.  It shouldn’t take us as leaders being a causality before we are willing to speak up.

Leveraging strengths

When we know our people, we understand their strengths and their giftedness and help align them to roles and assignments in which they thrive.  We then reward them for doing well.  

As a result, we create an environment where true collaboration thrives, where risks can be raised and resolved.  Where teams leverage the strengths of each other to achieve something greater than themselves.  And, where customers return because of the quality they receive.

Work Cultures Part 3 (of 3)

David Burkus of the Harvard Business Review posits that “people with looser boundaries between home and work did experience more cognitive role transitions, but that they were also less depleted by them.”

… “The study not only gives permission to let your mind wander at work (or at home), but it offers us a bit of forgiveness: letting your personal life intrude on your work might make you more productive in the long-run.”

Work Cultures Part 2 (of 3)

I worked for a company once where I felt so uncomfortable sharing anything about my personal life that when I had a death in the family, I didn’t feel that it was okay to share.  And was penalized for a mistake made during that week.  It was stressful. And I became resentful.  

Some organizations become so accustomed to their culture that they don’t realize how disengaged their employees are.  Top leaders of companies want results and don’t always have time to focus on a building a culture where people feel whole and fully engaged. 

However, if you have ever worked in a role where you felt valued and cared for as a person, you know how dedicated you were to the people and to the job.  

Employees who feel valued, trusted, integrity is never compromised, and their opinions matter are employees who tend to be incredibly engaged and deliver superior quality to the customer.