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Let's talk about what makes me feel like pulling my hair out and screaming in frustration.

The conversation about #employeeengagement is one of those things, especially when it comes to the Gallup survey. I do appreciate the #Gallup12 because it provides a benchmark for comparison on #engagement between organizations around the globe and in different verticals. It gives me a quick Litmus test on the state of the organization and if there are major concerns since I believe engagement scores are correlated to business results.

But I just read the latest State of Global Workplace report (Thank you Pinaki Kathiari for pointing to it) and I love a good global report and this one is worth a read, yet I struggle with us labeling 77% of workforces worldwide as filling seats or being disruptive. I know that this doomsday scenario may drive business but I have more faith in our employees collectively and maybe it's this attitude - that they are useless - from leadership that is causing many to consider leaving your organization.

We will always have those employees who are thriving (23% according to Gallup) and I want more of them in organizations. We do have those that are Actively disengaged (18%) that can be disruptive. But to say that remaining 59% are quiet quitting is a stretch. They may not be your cheerleaders but they may be the ones delivering your results everyday whether they feel it's just a job or not. They are important to your business, to your customers and to one another.

Words are powerful, and I worry that labeling the majority as negative creates the micromanagement, distrust and us & them divisions that can be irreversible.
There also needs to be more accountability for change versus blame.

I believe that leaders want to create inclusive cultures where people thrive.
I believe employees want to do their best at work.
I believe that consistency in words and behaviors are key to credibility and trust.
I believe communication and conversation builds community.
I believe that we all have a role to play in creating a great workplace.

One of the things I say in our new book, Building a Culture of Inclusivity: Effective Internal Communication for Diversity, Equity and Inclusion is that when we're looking for solutions to challenges, we search for beacons. These can be guiding lights or warning lights. I challenge you to look for those organizations and individuals who inspire hope versus fear, unity versus divisions. It's with this attitude that we are more likely to succeed.

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Most internal communication, human resources and leadership programs focus on Ten Steps, Case Studies, How-To, and Technology solutions that talk about the same-old, same-old. I realized a few years ago that my approach to communication was different. I thought of it as the glue that connected disparate areas and integrated them to make ordinary organizations accomplish extraordinary feats. It was a little about doing stuff in your own little box, but more about thinking, risk-taking, listening and collaborating to build inner strength.
I have to admit that it's taken me some time to sit and write down what I am feeling right now, but it's been a post that has been working its way out these past few weeks inspired by Advita Patel's recent blog about stepping up and calling out.
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