“The American workforce has more than 100 million full-time employees. One-third of those employees are what Gallup calls engaged at work. They love their jobs and make their organization and America better every day. At the other end, 16% of employees are actively disengaged—they are miserable in the workplace and destroy what the most engaged employees build. The remaining 51% of employees are not engaged—they’re just there.
“These figures indicate an American leadership philosophy that simply doesn’t work anymore.” (Clifton)
“After two decades of working with CEOs and their teams of senior executives, I’ve become absolutely convinced that the seminal difference between successful companies and mediocre or unsuccessful ones has little, if anything, to do with what they know or how smart they are; it has everything to do with how healthy they are.” (Lencioni)
“The most important decisions that executives make are people decisions.” (Drucker)
We have an organizational health problem in this country that is undermining the effectiveness of our organizations in both the for-profit and nonprofit worlds. The implications are far reaching in that it affects the overall health of this country economically, it affects the communities where organizations operate, and it affects the health of individual employees and their families.
The cause of the problem, and the solution, rests with those leading those organizations at the C-Suite and Board levels.
Many leaders of organizations have come through the business education system and are well schooled in the “hard science” aspects of running organizations. They know how to produce and read financial reports, develop strategic plans, manage supply chains, produce sales forecasts, ensure they are complying with human resources regulations, and all the other aspects of running an organization that are so important.
As important as good systems and processes are to a well-run organization, we have to embrace the fact that the health of the people in our organizations is more important than our strategies and systems. I once worked for an incredibly successful businessman who made the statement that there was no need for customer satisfaction surveys – what was needed was employee satisfaction surveys. His position was that if you have satisfied employees, you have satisfied customers. Put another way – if you take care of your employees, they will take care of your business.
Leaders have to learn to think differently about the people of their organizations realizing they are individuals with fears and hopes. It is up to us to take a deep look at our organizational culture and to start making the needed changes. Often it starts with looking in the mirror. It is up to us to first change our mindset.
It’s not really that complicated, but it is hard work. It begins with truly caring about the people in your organization. Do you see them as obstacles, means to an end, or as persons? Start with how you view others and go from there.
In summary is a quote attributed to Peter Drucker—“Culture eats strategy for breakfast.”
Clifton, Jim “State of the American Workplace Report” (p. 2). Gallup (2017)
Lencioni, Patrick M. The Advantage, Enhanced Edition: Why Organizational Health Trumps Everything Else In Business (pp. 8-9). Jossey-Bass. Kindle Edition
Peter Drucker, http://creativefollowership.com/the-most-important-decisions/