Interesting read about the role of leaders in engaging their work forces. It can be the case that, while senior leaders are clear about their organisations’ vision, mission and purpose and feel they’ve done a great job of communicating them, their wider work forces feel in the dark. Quite often, the disconnect lies with middle management, i.e. those tasked with making the bigger picture real and relevant for teams on the ground.
There can be many reasons for the disconnect, one of them being a lack of manager engagement. Yet interestingly, when I’ve seen staff surveys presented back the focus tends to be on the wider staff body; no-one seems to zero in on manager results and what actions could be taken to support re-engagement here. But surely manager engagement influences wider team engagement doesn’t it? So are employers missing a trick by not taking a closer look here?
Take a look at almost anything written about engagement and it is almost a given the words “staff” or “employee” will feature. Globally, 87 per cent of employees are not engaged, proclaims Gallup; employee disengagement costs the UK economy £340 billion a year in lost productivity, according to Hay Group; and so the list could go on. But the eagle-eyed may have noticed all these statistics ignore one key person – the leader. If employees’ engagement oscillates, it’s surely common sense leaders suffer the same ups and downs. But here’s the $64,000 question: how much does this really matter?