the gallup management journal's semi-annual employee engagement index puts the current...

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The Gallup Management Journal's http://gmj.gallup.com/ semi-annual Employee Engagement Index puts the current percentage of employees who are actively disengaged at 17%. That’s about 22.5 million US workers. Gallup defines actively disengaged as employees who are not just unhappy in their work, but who are busy acting out their unhappiness by undermining what their engaged co-workers accomplish. Each one of these angry and alienated workers is causing their employers roughly $13k in yearly productivity losses on average. Think this is bad? It gets worse.

A majority of workers (54%) falls into the "not engaged" category. Not engaged workers are defined as “checked out,” putting in time but not energy or passion into their work. Look around you. Chances are every other person you see is on autopilot. Only 29% of workers are estimated by Gallup to be truly "engaged" – i.e., employees that “work with passion and who feel a profound connection to their company.”

These first two numbers add up to a whopping seventy-one percent of workers that are in cruise control and active sabotage mode.

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The first is anonymity, which is the feeling that employees get when they realize that their manager has little interest in them a human being and that they know

little about their lives, their aspirations and their interests.

The second sign is irrelevance, which takes root when employees cannot see how their job makes a difference in the lives of others. Every employee needs to know that the work they do impacts someone's life – a customer, a co-worker,

even a supervisor – in one way or another.

The third sign is something I call immeasurement,. It's the inability of employees to assess for themselves their contribution or success. Employees

who have no means of measuring how well they are doing on a given day or in a given week, must rely on the subjective opinions of others, usually their

managers, to gauge their progress or contribution.

Heart Knocking and Creating Climate



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The Truth: Self-Driven

External: Motivation depends on our pushing people to perform.

Internal: Motivation depends on people’s pushing themselves to perform.

Scheme: It is our job as leaders to tinker until we find a motivational system that works.

Environment: It is our job as leaders to create a climate in which passion can live and not die.

Grand Plan: We search the literature to find the perfect, one-size-fits-all approach to motivation.

Mass customization: We nurture a multifaceted approach that reaches each person at his or her self-motivated center.

Lock picking: If we persist, we can “crack,” “recode,” and discover the way to make them run.

Door knocking: If we are paying attention, we can knock on people’s hearts in such a way that they will choose to open the door.

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Fast Company



Can I really ask these?

What will keep you here?What might entice you away?What is most energizing about your work?Are we fully utilizing your talents?What is inhibiting your success?What can I do differently to best assist you?



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When Schwan’s Huddles UP



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the gallup management journal's semi-annual employee engagement index puts the current...

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us workers

inability of employees

alienated workers

percent of workers

majority of workers

bad culture

bad attitudes

dont care