12_ The Elements of Great Managing

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.

A candidate measure

12_ The Elements of Great Managing — derived measurement candidates

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.

Chapter by chapter

1. 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.

2. 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.

3. 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.

4. 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.

5. 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.

6. 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.

7. 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.

8. 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.

9. 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.

10. 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.

11. 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.

12. 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.

13. 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.

14. 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.

15. 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.

16. 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.