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12_ The Elements of Great Managing
In a sentence
Drawing on Gallup's massive employee-opinion database, the book identifies twelve measurable elements of work life that great managers cultivate to drive engagement, performance, and profitability.
What separates thriving teams from struggling ones is not strategy, technology, or even pay—it is the everyday behavior of front-line managers who satisfy twelve fundamental human needs at work. Built on more than ten million employee responses across 114 countries and matched against hard business metrics like productivity, turnover, safety, theft, and profit, '12: The Elements of Great Managing' translates rigorous research into vivid stories of real managers who turned around hotels, call centers, factories, hospitals, and stores. Weaving together neuroscience, evolutionary psychology, behavioral economics, and Gallup's proprietary findings, the book shows that humans were shaped by tribal life and respond to clear expectations, the right tools, the chance to use their strengths, recognition, care, development, a voice, mission, committed coworkers, friendship, feedback on progress, and growth. The payoff is concrete: engaged teams are more profitable, safer, more loyal, and more creative. The book is both a science-backed argument and a practical, humane guide for anyone responsible for getting the best from people.
The four lenses
- Science
- Statistics
- Systems
- Strategy
Tags
The model
A causal framework in which front-line manager behaviors create twelve psychological states of employee engagement, which in turn drive behavioral patterns and business outcomes such as profitability, productivity, retention, safety, and customer loyalty.
Front-Line Manager Behaviordesign lever
The deliberate actions, judgment, talents, and care that an immediate supervisor applies to clarify roles, supply tools, match talents, recognize, care for, develop, listen to, and grow their team members.
Knowing What Is Expectedpsychological state
The employee's detailed understanding of how their responsibilities fit with everyone else's and how expectations change as circumstances change, constituting true integrated teamwork rather than a mere job description.
Materials and Equipmentpsychological state
The employee's perception that they have the tools, information, support, and resources needed to do their work right, which is the strongest driver of job stress when lacking and a powerful psychological motivator when present.
Opportunity to Do What I Do Bestpsychological state
The employee's sense that their job allows them to apply their innate talents and strengths every day, producing optimal 'flow' experiences and higher productivity through proper talent-to-task matching.
Recognition and Praisepsychological state
The employee's experience of having received recognition or praise for good work within the last seven days, which triggers dopamine reward circuitry and reinforces desired behavior.
Someone Cares About Me as a Personpsychological state
The employee's perception that their supervisor or someone at work cares about them as a person, building the tribal social bond and trust that unlocks discretionary effort and reduces cheating and turnover.
Someone Encourages My Developmentpsychological state
The employee's sense that someone at work, often a mentor, actively encourages their development, leveraging the power of role-modeling and personal guidance to navigate the organization successfully.
My Opinions Seem to Countpsychological state
The employee's belief that their opinions are valued at work, creating psychological ownership and commitment to decisions they help shape, contrasting with Taylorist top-down dictation.
Connection With Company Missionpsychological state
The employee's feeling that the mission or purpose of the company makes their job important, satisfying the human search for meaning and a higher purpose beyond a paycheck.
Coworkers Committed to Quality Workpsychological state
The employee's perception that fellow employees are committed to doing quality work, which is highly sensitive to the presence of free-riders and drives reciprocity, trust, and team cooperation.
A Best Friend at Workpsychological state
The employee's having a best friend at work, a measure of deep social affiliation and social capital that predicts profitability, safety, theft reduction, and customer loyalty despite seeming unbusinesslike.
Talking About Progresspsychological state
The employee's experience that someone at work has talked to them about their progress in the last six months, encompassing informal ongoing feedback more than the formal annual appraisal.
Opportunities to Learn and Growpsychological state
The employee's sense that within the last year they have had opportunities at work to learn and grow, satisfying the innate human drive for progress and mastery.
Employee Engagementpsychological state
The overall emotional and psychological commitment of an employee to their team and organization, aggregated from the twelve elements, that energizes discretionary effort directed at company needs.
Discretionary Employee Behaviorbehavioral pattern
The many small voluntary actions employees take—showing up, helping coworkers, vigilance for safety, refraining from theft, extra effort, and creative ideas—that statistically accumulate to affect business outcomes.
Pay Fairness and Transparencycontextual condition
The employee's perception of being paid appropriately and the fairness and transparency of compensation criteria, a status-laden contextual condition that interacts with engagement but does not by itself produce it.
Business Unit Performance Outcomesoutcome metric
Measurable enterprise results including profitability, productivity, employee turnover, absenteeism, accidents, inventory shrinkage, customer engagement scores, and earnings per share.
How they connect
- manager behavior → influences knowing whats expected
- manager behavior → influences materials equipment
- manager behavior → influences do what i do best
- manager behavior → influences recognition praise
- manager behavior → influences cares about me
- manager behavior → influences encourages development
- manager behavior → influences opinions count
- manager behavior → influences mission connection
- manager behavior → influences coworkers committed quality
- manager behavior → influences best friend at work
- manager behavior → influences talking about progress
- manager behavior → influences learn and grow
- knowing whats expected → predicts employee engagement
- materials equipment → predicts employee engagement
- do what i do best → predicts employee engagement
- recognition praise → predicts employee engagement
- cares about me → predicts employee engagement
- encourages development → predicts employee engagement
- opinions count → predicts employee engagement
- mission connection → predicts employee engagement
- coworkers committed quality → predicts employee engagement
- best friend at work → predicts employee engagement
- talking about progress → predicts employee engagement
- learn and grow → predicts employee engagement
- employee engagement → predicts discretionary behavior
- discretionary behavior → predicts business outcomes
- employee engagement → predicts business outcomes
- pay perception → moderates employee engagement
- manager behavior → mediates employee engagement
The process
The book's central playbook argues that exceptional business outcomes are a direct result of deep and genuine employee engagement. The core philosophy is that managers must move beyond transactional oversight to build supportive, trust-based relationships with their teams. This involves a continuous cycle of setting clear, mission-aligned expectations, providing the necessary tools and resources, and fostering an environment where employees can leverage their unique strengths. The playbook operationalizes this philosophy through a set of interconnected processes. It begins with assembling the right team and establishing clear purpose. This is followed by the daily practice of managing performance through continuous feedback and dialogue, rather than infrequent formal reviews. Key supporting processes include creating robust recognition systems tailored to individual preferences, fostering team collaboration through structured activities, and investing in personal development through mentorship and training. By systematically listening to employees, acting on their feedback, and celebrating their contributions, managers can cultivate a highly motivated and effective workforce that drives organizational success.
Establish Team and Expectations
To assemble a high-performing team and align every member around a common mission with clear, outcome-focused goals.
When to use: When forming a new team, starting a major project, or when an existing team lacks clarity, purpose, or alignment.
Step 1Assess the project or business challenges to identify necessary skills and roles.
Entry: A new project or business objective has been defined.
Exit: A clear list of required skills and roles is created.
In: Project requirements, Business goals · Out: List of required team skills and roles
ch04
Step 2Assemble a diverse team based on individual talents and strengths suited to the project's needs.
Entry: Required skills and roles have been identified.
Exit: A team is assembled with members aligned to roles based on their strengths.
- Whether to hire new talent or reassign roles within the existing team.
In: Candidate pool, Individual employee strengths data · Out: Assembled project team
ch04
Step 3Communicate the organization's overarching mission and vision to the team.
Entry: The team has been assembled.
Exit: The team shares a common understanding of the mission.
In: Company mission statement, Team goals · Out: Team alignment with mission
ch01 · ch02
Step 4Define and communicate clear, outcome-focused job expectations and performance metrics.
Entry: The mission has been communicated.
Exit: Each team member understands their specific responsibilities and how success will be measured.
In: Operational goals, Financial targets · Out: Clear job expectations, Outcome-based performance metrics
ch01 · ch02
Step 5Address team resistance and work with skeptical employees to gain buy-in.
Entry: New expectations have been communicated.
Exit: The team is committed to the new expectations and goals.
- Whether to provide additional support or reconsider incentives for resistant members.
In: Employee feedback · Out: Team buy-in
ch02
Manage Engagement and Performance Continuously
To foster a highly engaged and motivated workforce by replacing traditional annual reviews with a system of continuous feedback, dialogue, and support.
When to use: As the primary, ongoing process for managing team performance and development.
Step 1Assess current employee engagement levels to establish a baseline.
Entry: A team is in place and operating.
Exit: Key areas for engagement improvement are identified.
In: Employee feedback, Engagement survey tools · Out: Engagement baseline report, Actionable insights
ch10
Step 2Build personal connections by showing you care about employees as individuals.
Entry: Manager is responsible for a team.
Exit: A foundation of trust and rapport is established with each team member.
In: Manager's time and genuine interest · Out: Improved manager-employee relationships
ch01 · ch06
Step 3Conduct frequent, regular check-ins with each team member.
Entry: A regular work rhythm is established.
Exit: Ongoing, two-way communication about performance is normalized.
In: Employee's current work, Performance data · Out: Real-time understanding of progress and challenges
ch02 · ch12 · ch13
Step 4Provide timely, continuous, and informal feedback on performance.
Entry: A performance-related behavior or outcome is observed.
Exit: The employee understands the feedback and how to act on it.
In: Observed performance · Out: Improved employee performance and awareness
ch12
Step 5Solicit and act on employee opinions regarding work processes and operations.
Entry: A need for operational improvement is identified.
Exit: Employees see their feedback being incorporated into business decisions.
In: Employee suggestions · Out: Process improvements, Increased employee ownership
ch01 · ch08
Step 6Reassess engagement scores periodically after implementing changes to measure impact.
Entry: Engagement initiatives have been implemented and running for a period.
Exit: The impact of management actions on engagement is understood.
- Whether to continue, modify, or discontinue specific engagement strategies.
In: New employee feedback · Out: Updated engagement scores, Validated improvement strategies
ch10
Step 7Apply engagement principles to managers themselves.
Entry: An organizational structure with multiple layers of management exists.
Exit: Managers feel supported and engaged in their own roles.
In: Senior leadership commitment · Out: Improved managerial engagement and effectiveness
ch15
Foster Team Collaboration and Camaraderie
To build a cohesive, collaborative, and high-trust team environment where members work together effectively.
When to use: Continuously as part of team management, or intensively when team cohesion is low or conflicts arise.
Step 1Schedule and conduct regular team meetings for project updates and open discussion.
Entry: A team is working on a shared objective.
Exit: Team members are aligned on progress, priorities, and challenges.
In: Project updates, Meeting agenda · Out: Shared situational awareness, Coordinated action plan
ch09 · ch11
Step 2Organize formal team-building activities to build relationships and resolve conflicts.
Entry: Team cohesion is low or there is a need to build stronger relationships.
Exit: Improved interpersonal relationships and trust among team members.
- Choosing an activity appropriate for the team's comfort level and goals.
In: Budget for activities, Facilitator (if needed) · Out: Enhanced team cohesion
ch08 · ch11
Step 3Use structured exercises like role-playing to build empathy between different functions.
Entry: Misunderstanding or friction exists between different roles or departments.
Exit: Increased mutual respect and understanding between team functions.
In: Scenarios for role-playing · Out: Actionable agreements on inter-team cooperation
ch08
Step 4Create a physical or social space for informal team interactions.
Entry: The physical workspace allows for it.
Exit: Team members interact more frequently on an informal basis.
In: Physical space, Budget for furnishings · Out: Stronger informal team networks
ch05
Step 5Implement collaborative work procedures that require teamwork.
Entry: Tasks can be redesigned for collective effort.
Exit: Improved teamwork and shared accountability for outcomes.
In: Analysis of current workflows · Out: More collaborative work processes
ch10
Implement Employee Recognition
To create a fair, consistent, and meaningful system for recognizing employee contributions, thereby boosting morale and reinforcing desired behaviors.
When to use: Continuously, as an integral part of the performance management cycle.
Step 1Discover individual preferences for recognition through one-on-one conversations.
Entry: A manager wants to recognize their team members.
Exit: The manager understands how each team member prefers to be recognized.
In: Employee feedback · Out: Documented recognition preferences
ch05
Step 2Develop fair, transparent, and objective criteria for formal recognition.
Entry: A formal recognition program is being designed or reformed.
Exit: Clear criteria for recognition are established and communicated.
In: Performance metrics, Team feedback · Out: Transparent recognition criteria
ch11
Step 3Recognize and praise employees frequently for good work.
Entry: An employee demonstrates excellent performance or behavior.
Exit: The employee feels valued and acknowledged for their contribution.
In: Observed positive performance · Out: Increased employee morale
ch01
Step 4Deliver praise publicly or privately based on individual preferences and team dynamics.
Entry: A recognition-worthy event has occurred.
Exit: Recognition is delivered in the most effective manner for the individual.
- Whether to give praise publicly or privately.
In: Individual recognition preferences · Out: Effective and well-received recognition
ch05
Step 5Implement a formal recognition program, such as peer-to-peer nominations or awards.
Entry: A desire to formalize and broaden recognition efforts.
Exit: A sustainable recognition program is in place.
In: Nomination framework, Resources for awards · Out: A formal recognition system
ch11
Step 6Acknowledge personal milestones with small, thoughtful tokens of appreciation.
Entry: An employee has a personal milestone.
Exit: The employee feels personally valued by their manager.
In: Record of employee personal dates · Out: Strengthened personal connection
ch05
Develop and Mentor Employees
To support employee growth, skill acquisition, and career progression through personalized development plans, training, and mentorship.
When to use: As an ongoing process for all employees, with focused effort during performance discussions or when an employee expresses interest in growth.
Step 1Conduct individual conversations to understand each employee's career goals and aspirations.
Entry: An employee is part of the team.
Exit: The manager has a clear understanding of the employee's career aspirations.
In: Employee's self-reflection on career goals · Out: Documented career aspirations
ch07 · ch13
Step 2Assess current skills to identify performance gaps and training needs.
Entry: Career goals have been identified.
Exit: Specific training and development needs are identified.
In: Performance data, Skill assessments · Out: List of development needs
ch02 · ch13
Step 3Create a tailored development plan for each employee.
Entry: Development needs have been identified.
Exit: A personalized, actionable development plan is created and agreed upon.
In: Employee career aspirations, List of development needs · Out: Employee development plan
ch13
Step 4Provide opportunities for formal training and skill-building.
Entry: A development plan is in place.
Exit: The employee has completed the necessary training.
- Deciding which training programs are most suitable and cost-effective.
In: Training resources, Budget · Out: Improved employee skills
ch02 · ch13
Step 5Establish mentorship relationships to provide guidance and support.
Entry: An employee shows potential or requests guidance.
Exit: A productive mentoring relationship is established.
In: Willing mentors, Engaged mentees · Out: Accelerated employee development
ch07
Step 6Implement a shadowing program for employees to explore other roles.
Entry: An employee expresses interest in a different role or department.
Exit: The employee has a better understanding of the shadowed role and its requirements.
In: Interested employees, Availability of mentors in other departments · Out: Informed career path decisions
ch13
Step 7Monitor progress and provide regular feedback on development.
Entry: A development plan is being executed.
Exit: The development plan is up-to-date and reflects the employee's progress.
In: Employee progress data · Out: Updated development plan
ch13
Improve Workplace Resources and Safety
To ensure employees have the necessary and effective tools, equipment, and safety gear to perform their jobs safely and productively by actively incorporating their feedback.
When to use: Continuously, as part of a commitment to operational excellence and employee well-being.
Step 1Ensure employees have the fundamental materials and equipment to do their work right.
Entry: A team is assigned to perform specific tasks.
Exit: The team confirms they have the basic resources needed.
In: Job requirements · Out: Adequately equipped employees
ch01
Step 2Establish an ongoing feedback loop to gather suggestions from frontline workers on tool and equipment needs.
Entry: Employees are actively using tools and equipment.
Exit: A consistent stream of employee suggestions is being collected.
In: Employee suggestions · Out: List of potential improvements
ch03
Step 3Evaluate suggestions for feasibility, cost, and impact on safety and productivity.
Entry: A list of suggestions has been collected.
Exit: Suggestions are categorized and prioritized for implementation.
- Determining which suggestions can be implemented quickly versus those requiring capital investment.
In: Employee suggestions, Budget constraints, Safety standards · Out: Prioritized list of improvements
ch03
Step 4Implement easy-to-apply, low-cost suggestions quickly to build momentum and trust.
Entry: Low-cost, high-impact suggestions have been identified.
Exit: Quick-win improvements are implemented.
In: Approved quick-win suggestions · Out: Improved tools/equipment, Increased employee trust
ch03
Step 5Prioritize and plan for major improvements that require more time and resources.
Entry: Major improvements have been approved.
Exit: A plan for implementing major improvements is in place.
In: Approved major improvement projects · Out: Project plan for major improvements
ch03
Step 6Train employees on the proper use of any new or modified equipment.
Entry: New equipment has been procured and installed.
Exit: Employees are competent in using the new equipment safely and effectively.
In: New equipment, Training materials · Out: Trained workforce
ch03
Systematic Problem-Solving
To methodically identify, analyze, and resolve complex operational or product-related issues through collaborative, evidence-based experimentation.
When to use: When facing a significant technical or operational challenge with an unknown root cause.
Step 1Analyze the problem to identify specific failures and weaknesses.
Entry: A recurring or significant problem has been identified.
Exit: The symptoms and characteristics of the problem are well-documented.
In: Failure data, Performance reports · Out: Problem definition statement
ch04
Step 2Formulate hypotheses about the potential root causes of the issue.
Entry: The problem has been defined.
Exit: A list of testable hypotheses is created.
In: Problem definition, Team expertise · Out: List of hypotheses
ch04
Step 3Conduct a series of tests to evaluate the hypotheses under simulated real-world conditions.
Entry: A list of hypotheses has been created.
Exit: Test results confirm or deny the hypotheses.
- Selecting which issue to address first based on severity and impact.
In: Hypotheses, Testing environments · Out: Test results, Validated root cause
ch04
Step 4Collect feedback from all team members to refine proposed solutions.
Entry: The root cause has been identified.
Exit: A proposed solution is developed and vetted by the team.
In: Validated root cause, Team feedback · Out: Proposed solution design
ch04
Step 5Implement the solution and retest to confirm the problem is resolved.
Entry: A solution has been designed.
Exit: The solution is proven to resolve the original problem.
In: Proposed solution · Out: Verified solution, Improved product or process
ch04
Emergency Response Planning
To manage and mitigate the effects of sudden, critical operational disruptions to ensure safety and business continuity.
When to use: In preparation for and during a critical operational emergency.
Step 1Identify potential operational emergencies and their impact.
Entry: A business operation is established.
Exit: A list of potential high-impact emergencies is created.
In: Process maps, Risk assessments · Out: List of critical risks
ch03
Step 2Develop clear emergency procedures and install necessary backup systems.
Entry: Critical risks have been identified.
Exit: A documented emergency plan and functional backup systems are in place.
In: List of critical risks · Out: Emergency response plan, Backup equipment
ch03
Step 3Train the team on their roles and responsibilities during an emergency.
Entry: An emergency plan has been created.
Exit: The team is prepared to execute the emergency plan.
In: Emergency response plan · Out: A trained and ready response team
ch03
Step 4Detect the emergency and initiate the response plan.
Entry: An emergency event occurs.
Exit: The emergency response plan is activated.
- Determining when to switch to backup systems.
In: System alerts (e.g., power outage alarm) · Out: Coordinated team response
ch03
Step 5Assess the situation and implement recovery procedures once the emergency is over.
Entry: The emergency event has ended.
Exit: Normal operations are safely restored.
In: Confirmation of event resolution · Out: Resumption of normal operations
ch03
A candidate measure
12_ The Elements of Great Managing — derived measurement candidates
Front-Line Manager Behavior
Frequency of one-on-ones; Proportion of employee ideas implemented; Manager presence on different shifts
self-report suitability: medium
Knowing What Is Expected
Q12 item agreement; Ability to link job to company goals
self-report suitability: high
Materials and Equipment
Q12 item agreement; Self-reported job stress; Attrition rates
self-report suitability: high
Opportunity to Do What I Do Best
Q12 item agreement; Sales and absence differentials for aligned roles
self-report suitability: high
Recognition and Praise
Q12 item agreement; Intent-to-quit measures
self-report suitability: high
Someone Cares About Me as a Person
Q12 item agreement; Turnover rates; Cheating rates under incentive
self-report suitability: high
Someone Encourages My Development
Q12 item agreement; Engagement classification
self-report suitability: high
My Opinions Seem to Count
Q12 item agreement; Accident rates; Fairness perceptions
self-report suitability: high
Connection With Company Mission
Q12 item agreement; Turnover and accident rates
self-report suitability: high
Coworkers Committed to Quality Work
Q12 item agreement; Profitability and accident variance
self-report suitability: high
A Best Friend at Work
Q12 item agreement; Accident, theft, and customer-score correlations
self-report suitability: medium
Talking About Progress
Q12 item agreement; Productivity and accident rates
self-report suitability: high
Opportunities to Learn and Grow
Q12 item agreement; Intent to stay; Idea generation
self-report suitability: high
Employee Engagement
Q12 composite; Ratio of engaged to actively disengaged
self-report suitability: high
Discretionary Employee Behavior
Absenteeism days; Shrink percentages; Accident counts; Ideas submitted and savings
self-report suitability: low
Pay Fairness and Transparency
Oblique pay-appropriateness item; Archival pay-criteria transparency; Turnover linked to pay events
self-report suitability: low
Business Unit Performance Outcomes
Profitability; Productivity; Turnover percentage; EPS vs competitors
self-report suitability: none
The story
The reader A front-line manager or executive who wants to get the best performance from their team while improving employees' work lives.
External problem
Teams underperform—high turnover, low productivity, accidents, theft, and weak customer scores—despite good products and strategy.
Internal problem
The manager feels uncertain how to motivate people, frustrated that effort and incentives aren't translating into engagement.
Philosophical problem
Treating people as interchangeable 'pairs of hands' and fighting human nature is both ineffective and just plain wrong.
The plan
- Measure engagement using the twelve validated elements.
- Diagnose which elements your team is weak on.
- Address each element through deliberate managerial action—clarity, tools, talent-matching, recognition, care, development, voice, mission, accountability, friendship, progress talks, and growth.
- Hold managers accountable for engagement over time.
- Treat pay fairly and transparently while relying on the twelve elements for motivation.
Success
- Higher profitability, productivity, and customer loyalty.
- Lower turnover, absenteeism, accidents, and theft.
- Employees who are committed, creative, and proud to stay.
- A manager who finds deep satisfaction in improving people's whole lives.
At stake
- Disengaged teams that cost the business billions in lost productivity.
- High turnover, accidents, theft, and poor customer service.
- Talented people leaving and managerial neglect eroding profitability.
- Employees who feel like 'just a number' and quietly withdraw effort.
Chapter by chapter
ch01Introduction: The Value of Employee Engagement
This chapter introduces the critical connection between employee engagement and organizational performance, highlighting how effective management can transform not only workplace environments but also profitability.
- Employee engagement is not merely a management trend; it is a critical driver of organizational performance.
- Front-line managers like Lou significantly impact employee motivation and overall engagement.
- The twelve elements that contribute to employee engagement are foundational to a productive work environment.
- Disengaged employees can cost organizations significantly in terms of turnover and absenteeism.
ch02The First Element: Knowing What’s Expected
In this chapter, the vital need for clarity in expectations within a team is examined through the transformative experience of a hotel manager tasked with reversing poor performance.
- Clarity in job expectations is the cornerstone of organizational success and team performance, as evidenced by the DFW Marriott South's turnaround.
- Engaged employees are empowered to produce innovative solutions, as highlighted by examples of higher cost-saving ideas from committed staff.
- Focusing on outcomes rather than processes transforms an organization's culture, facilitating higher overall motivation and morale among team members.
- Effective teamwork requires not just individual proficiency but also an understanding of how roles interconnect, akin to an orchestra performing in harmony.
ch03The Second Element: Materials and Equipment
In an industrial setting where safety and efficiency hinge on the proper equipment, this chapter examines how empowering employees with the right tools fosters productivity and morale, while neglecting these needs can lead to frustration and disengagement.
- Providing employees with the right tools and materials is crucial for both safety and efficiency, as demonstrated in the Owens Corning fiberglass plant in Brazil.
- Observations from the plant show that a culture of safety and comfort directly correlates to employee engagement and productivity.
- The failure of Jay Chiat's virtual office experiment serves as a reminder of the need for personal workspaces and adequate equipment.
- A lack of proper materials leads not only to practical challenges but also to emotional turmoil for workers, impacting their job satisfaction.
ch04The Third Element: The Opportunity to Do What I Do Best
This chapter explores the critical importance of matching individual talents to roles within teams, highlighting how this alignment can drive innovation and performance in high-stakes environments.
- The Third Element states that individuals perform best when allowed to do what they do best every day.
- High-performing teams leverage the distinct talents of their members to enhance collaboration and drive results.
- A culture that recognizes and utilizes individual strengths leads to enhanced engagement and productivity.
- Selection and management practices should prioritize psychological insights into employee strengths for better outcomes.
ch05The Fourth Element: Recognition and Praise
This chapter examines the transformative power of recognition and praise in the workplace, detailing Elżbieta Górska-Kołodziejczyk’s efforts to uplift employee morale in a challenging environment.
- Employees who receive regular recognition are significantly less likely to leave their organizations, with studies indicating they are twice as prone to stay.
- A lack of recognition leads to decreased employee morale, engagement, and ultimately, productivity.
- Effective praise should be immediate and specific, capitalizing on the very human neurological craving for positive reinforcement.
- Cultural biases can inhibit the delivery and reception of praise; a manager must adapt their strategy to foster acceptance of positive feedback.
ch06The Fifth Element: Someone at Work Cares About Me as a Person
This chapter argues that the psychological connection employees feel toward their managers and colleagues—summed up by the statement, "Someone at work cares about me as a person"—is critical for boosting morale and improving organizational performance.
- Genuine caring from management is a catalyst for employee engagement and can transform organizational performance.
- Personal connections at work can revitalize morale and reduce turnover rates, as evident from Qwest's turnaround story.
- A supportive managerial attitude can act as a differentiator in performance outcomes, tying employee well-being to productivity metrics.
- Employees who feel valued participate more meaningfully and ethically in the workplace, leading to better results and reduced grievances.
ch07The Sixth Element: Someone at Work Encourages My Development
The chapter argues that having a mentor in the workplace is essential for personal and professional development, influencing employee engagement significantly. It illustrates how mentorship fosters growth through personal interaction, illustrated with compelling anecdotes and scientific insights.
- Mentorship is essential for personal growth, evidenced by the correlation between having a mentor and higher employee engagement levels.
- The concept of mirror neurons sheds light on the biological basis for why mentorship is effective, driving home the importance of learning through observation.
- Engaged mentors are a fundamental component of the workplace, serving not just as advisors but as critical supporters in navigating career paths.
- Formal mentoring programs often fail to replicate the organic nature of successful mentor-mentee relationships, emphasizing the need for flexibility in how these connections form.
ch08The Seventh Element: My Opinions Seem to Count
The chapter emphasizes the critical role that employee opinions play in reducing wait times and improving operational efficiency within the healthcare environment, particularly in pediatric diagnostic imaging.
- “At work, my opinions seem to count” is a cornerstone belief that correlates with increased employee engagement and better outcomes.
- Reductions in wait times at Sick Kids demonstrate that engaged employees can significantly enhance patient care efficiency.
- Collaboration and mutual respect among diverse healthcare professionals are essential for operational success.
- Empowering staff to share their ideas fosters a sense of ownership and creativity that can lead to practical, innovative solutions.
ch09The Eighth Element: A Connection With the Mission of the Company
This chapter argues that a strong connection to a company's mission significantly enhances employee engagement, performance, and job satisfaction, which ultimately drives organizational success.
ch10Coworkers Committed to Doing Quality Work
In a high-turnover retail environment, Best Buy manager Eric Taverna faces the challenge of enhancing employee engagement and commitment to quality work amid perceptions of disengagement and a lack of accountability among his team.
ch11A Best Friend at Work
Success in the workplace significantly hinges on interpersonal connections, especially the presence of friendships that foster collaboration and enhance overall employee performance.
- Having a best friend at work directly correlates with improved team performance and emotional engagement.
- Managers play a vital role in facilitating friendships by creating environments that nurture connections among employees.
- Research indicates that teams with strong interpersonal relationships report higher levels of job satisfaction and lower turnover rates.
- Friendship impacts safety and accountability in the workplace, leading to fewer accidents and negligence.
ch12Talking About Progress
Philippe Lescornez transforms the traditional performance evaluation process into a continuous dialogue that prioritizes genuine, ongoing feedback, fostering high employee engagement and motivation.
- The most effective performances emerge from consistent, meaningful feedback rather than solely relying on formal evaluations.
- Employees who receive regular check-ins about their performance are more engaged and feel valued in their roles.
- The disconnect between annual appraisals and employee perception can lead to disengagement and dissatisfaction.
- Managers must adapt feedback styles to meet the diverse needs of their team members to cultivate a supportive work environment.
ch13Opportunities to Learn and Grow
This chapter highlights the critical importance of providing employees with opportunities for learning and growth and demonstrates how managerial support can transform their career trajectories, as seen through the experiences of Colleen Saul and her colleagues at B&Q.
- Employees who perceive opportunities for learning and growth are more likely to commit to their organization long-term.
- Effective management not only requires tactical skill but also a deep understanding of each employee's aspirations and potential.
- Organizations with top quartile employee engagement outperform bottom quartiles in customer satisfaction and profitability.
- Regular feedback and communication can resolve feelings of stagnation and enhance job satisfaction among employees.
ch14The Problem of Pay
This chapter delves into the complexities surrounding employee compensation, arguing that pay is not merely a function of market value but is deeply intertwined with psychological and social factors that affect worker motivation and engagement.
- Transparency in compensation criteria can mitigate feelings of inequity among employees.
- Pay is not merely a monetary transaction but a reflection of status and societal norms.
- Historical cases demonstrate that publicizing pay can exacerbate disparities rather than resolve them.
- Employees motivated by intrinsic rewards may produce better outcomes than those incentivized solely by financial gain.
ch15What Great Managers Need
This chapter examines how the effectiveness of great managers relies on their own engagement and support as employees, challenging the misconception that they are impervious to the same needs as their teams.
- Great managers are not impervious to the same needs for recognition and support that their teams require.
- A manager’s engagement level is deeply intertwined with the performance and morale of their team.
- The disengagement of managers can have a cascading negative effect on overall organizational performance.
- Organizations must prioritize the support of their managers to create thriving work environments.
ch16The Heart of Great Managing
The chapter argues that while many leaders claim "Our people are our greatest asset," the disconnect between said belief and actual managerial practice underlies significant employee disengagement and organizational dysfunction.
- The phrase “Our people are our greatest asset” has become meaningless rhetoric in many organizations, masking severe managerial inadequacies.
- Employee disengagement costs U.S. organizations an estimated $300 billion annually, dwarfing losses from theft or other forms of malfeasance.
- Successful management relies not solely on profits but on fostering genuine human connections and caring for individual employees.
- Executives must understand that the presence of both engaged and disengaged teams within the same company is a symptom of inadequate management.
Questions this book answers
- Which aspects of work most powerfully predict employee performance and business outcomes?
- Why do front-line managers matter more than senior leaders for rallying employees?
- How does engagement translate into profitability, productivity, retention, safety, and customer loyalty?
- What does human nature—shaped by evolution—require to be motivated at work?
- Why does pay behave differently from the twelve elements, and how should managers handle it?
Glossary
- Front-Line Manager Behavior
- The deliberate managerial actions and judgment that shape the work environment for a team across the twelve elements.
- Knowing What Is Expected
- Employee understanding of integrated role expectations relative to the team.
- Materials and Equipment
- Perception of having needed tools, information, and resources.
- Opportunity to Do What I Do Best
- Sense of using innate talents daily.
- Recognition and Praise
- Recent experience of recognition for good work.
- Someone Cares About Me as a Person
- Perception of being cared for as a whole person at work.
- Someone Encourages My Development
- Sense that someone actively encourages one's growth.
- My Opinions Seem to Count
- Belief that one's opinions are valued.
Related in the library
- First, Break All the Rules_ What the World_s Greatest Managers Do Differentlyshared: Strategy · Science · Statistics
- Goal Setting & Team Management with OKR - Objectives and Key Results_ Skills for Effective Office Leadership, Smart Business Focus, & Growth. How to Manage Projects, People & Employees. 2nd Editionshared: Strategy · Science
- People Analytics & Text Mining with Rshared: Strategy · Statistics
- Predictive HR Analyticsshared: Strategy · Statistics
- Cultures and Organizations_ Software of the Mind, Third Editionshared: Strategy · Science · Statistics
- One hundred years of attrition research (2017)shared: Strategy · Science · Statistics
Tools these methods power
Related in the literature
The measurement literature behind this signal — sourced, so you can defend it.
“Title : 12: The Elements of Great Managing Author: Wagner, Rodd,Harter, James ASIN : B001KYGD42 [image "Image" file=Image00000.jpg] [image "Images" file=Image00001.jpg] TABLE OF CONTENTSINTRODUCTION: The Value of Employee Engagement THE FIRST ELEMENT: Knowing What’s Expected THE…”
— Twelve Elements Great Managingmatch 65%
“Know that 360-degree surveys, personality profiles and performance appraisal systems are all useful as long as they are focused on helping the person understand himself better and build on his strengths. Stop using them if they are focused on identifying what needs to be fixed.…”
— First Break All the Rulesmatch 59%
“Gallup assembled a select group of its social scientists to examine the 1 million employee interviews then in its database, the hundreds of questions that had been asked over the preceding decades, and every variable on business-unit performance that organizations had supplied…”
— Twelve Elements Great Managingmatch 59%
Resources: Twelve Elements Great Managing · First Break All the Rules