Employee Engagement is Performance and Productivity

Managers have more impact on engagement then their companies.

In Good Boss, Bad Boss: How to be the Best…and Learn from the Worst by Robert Sutton, the author noted that about 75% of today's workforce reports that their immediate supervisor is the most stressful part of their job. It has also noted by several surveys including the initial work by Gallup that immediate supervisors have far more impact on engagement and productivity than whether their companies are rates as great or lousy places to work.


We believe that the immediate supervisor is an integral component to productivity and performance. We also believe that the value of the immediate supervisor is under estimated and their level of competence is over estimated. In a recent survey, we have concluded that the majority of supervisors and/or managers in mid-size and small companies have no formal leadership or management training. Image how a well trained boss can enhance the success of your company.

Our Leadership and Management Development Courses teach people the practical application for the skills and competencies that make great managers. As stated in his book, Robert Sutton says that the two “acid test” for great bosses is 1) whether people want to work for the boss and would they enthusiastically choose to do so again, and 2) is the boss hypersensitive to how others feel about them and the work their people do. They are compassionate, competent, and empathetic.

Leadership is learned and we teach people how to be “Good Bosses” while allowing them to apply the learned material immediately in the workplace using our “adult action-leaning” process. We also measure results with a defined ROI and guarantee. For the development of your future leaders, call 609.390.2830 for more information or click here on our Leadership Courses and Workshops.

Heading Off Employee Burnout

In today's "do more with less" environment, employees are especially susceptible to burnout. So what for signs of excess stress in your staffers. Decreased enthusiasm, increased irritability, sudden changes in performance and high absenteeism all signal possible burnout.

If your employees are exhibiting these signs, use these stress-management options:
. . .Shift some of their work to others temporarily. Often all a good employee needs is a little break. Find someone who can assume some of his/her duties for a short time. After they've recharged their batteries, you'll find they are probably itching to resume former responsibilities.
. . .Encourage people to take breaks, shorter more frequent breaks that is. Several short walks around the block are more refreshing than a lengthy coffee break.
. . .Get rid of electronic leashes. Give them a break from "electronic leashes." Example: Declare a beeper-free, email-free and cellphone-free Friday morning.
. . .Look at the role you play. If you want them to balance their lives, you should be a model. Share your stress-reduction tips. And be careful not to reward stress-inducing behavior. Example: Stop complimenting employees for working long hours. Thank them for the quality of the work they complete.

Adapted from "Love 'Em or Lose 'Em"