Curing Disengagement? 1 in 100 Gallup recently conducted research to uncover whether there is a correlation between focusing on talent and Engagement. What was uncovered is that the worst thing that you can do to people is ignore them and not discuss their performance. The “Ignored” graph shows the percent of Engaged, Not Engaged, and Actively Disengaged employees when there is no discussion around performance at all. Here you will see that 40% of the employees are Actively Disengaged, 57% are not engaged, and only 2% are engaged. The next graph shows the different levels of engagement when there is a performance review but the main focus is weaknesses. Here you will see that the percentage of actively disengaged employees is practically cut in half and that 45% of the employees are now engaged. The real magic happens when you conduct a performance review around an employees strengths. By focusing on the strengths during a performance review, you are drastically decreasing the level of actively disengaged employees down to less that 1%, and engaged employees are now at 61%. On day one, we discussed engagement and that active disengagement costs the US $550 billion each year. By having performance reviews with your team and focusing on their strengths we are making a big impact on our organization and have the opportunity to make actively disengaged employees practically non-existent. By focusing on Employee’s strengths and things that you know they can be successful at, you are increasing their engagement. Hands down this is a better option than focusing on their weaknesses where you already know that they won’t succeed. Copyright © 2007 Gallup, Inc. All rights reserved.

Engaged clients, employees, contractors and coworkers are: 40x more likely to recommend you 15.5x more likely to stay with you 9x more likely to enjoy working with you 43% safer and more focused on the job 86% more likely to be loyal Making people feel valuable and focusing much more on strengths than weaknesses allows everything else you do to get better results.

What the Most Influential Superintendents, Area Mangers and Industrial Contractors do Differently They build relationships that are mobile (they stay connected when the customer moves to a new company). They make win-win recommendations (good for customers and for the company). They have a detectable level of respect for everyone (from the CEO to Janitor). They know how to turn shortcomings into strengths (they know that being critical is a sign of being detail oriented).

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