According to Gallup's State of the American Workplace: 2010-2012, only 30% of American workers were engaged, or involved in, enthusiastic about and committed to their workplace. That leaves a vast majority—or 70%—of employees who are not working to their full potential and are more inclined to look for new jobs.
What's your reaction to those statistics? Do you think it's a shame there are so many bad employees out there? Or do you wonder what the managers of fully engaged employees are doing to engage, motivate and retain their direct reports?
Managers Make the Difference
In both reports, it was clear that the quality of managers had more to do with employee engagement than the talent or attitudes of the employees.
According to the Gallup report, good managers have a skill set—which can be learned and developed—that tends to engage workers. The hallmark of such managers is that they can describe the talents and needs of every person they manage.
Engaged employees typically feel they're reporting to someone who not only understands what they're capable of doing, but expects them to do it to the best of their abilities. Focusing on strengths and making employees feel that their contributions are essential to team success are more engaging manager practices than pointing out shortcomings or developmental needs.
The Carnegie data is consistent with the Gallup report. Employee engagement rates are directly tied to feelings about interaction with their immediate supervisor—80% of employees who were very dissatisfied with their immediate supervisor were disengaged
A Common New Manager Mistake
New managers and supervisors have often been promoted based on their success at doing whatever task or work they're now expected to oversee. When time is short and work needs to be done, it's all too easy to jump in and "show them how it's done" rather than coaching them through the process of doing it themselves.
"There's nothing more disengaging than a manager who jumps in and takes over the job an employee should be doing," says Deb Wood, senior EAP consultant for VITAL WorkLife. Wood says that negative reactions to this management style may include:
"While it may be easier to do it yourself', that's not your job anymore," explains Wood. "As a manager, your job is to lead, set priorities, challenge your employees to master a new skill set and motivate them to perform. If you don't have enough people to get the job done, your job may include lobbying for more resources, but should include joining them on the production line."
Managing Outside Your Comfort Zone:
Your EAP Benefit Can Help
If you feel you've come to your position without all of the skills needed to be the manager you want to be—or want to know more about how to increase employee engagement—help is available to you free through your Employee Assistance Program.
"Many managers have never been engaged by any of the managers or supervisors they themselves have had," says Wood. "They're not quite sure how to go about reading an employee's strengths or establishing engaging connections with their employees. This is an area where training and coaching can be extremely helpful."
Confidential counseling, coaching and support are free to you as part of your EAP benefit. Your EAP counselor can not only help talk you through the process of engaging employees, but can also identify helpful resources and make a plan for you to develop managerial skills in areas such as:
To get started, simply call 1.800.383.1908 and ask to speak to an EAP counselor. This free, unlimited telephone consultation—available 24/7—is not just for you but also for every member of your family, as well as your employees and their families. Your benefit also includes free face-to-face counseling with master's- and doctorate-level professionals. All you have to do is ask.
Helpful Online Resources
The VITAL WorkLife website offers helpful tools and information designed to help managers and supervisors engage their employees: