What Greatest Mgrs Do Differently
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The document summarizes research from Gallup on what makes a great manager. Gallup interviewed over 80,000 managers and 1 million employees over 25 years. They found companies with "great managers" have better customer satisfaction, productivity, employee retention, and profits. To measure management effectiveness, Gallup created a "Q12" survey with 12 questions divided into 4 categories - Base Camp (what employees get), Camp 1 (what employees give), Camp 2 (if employees belong) and Camp 3 (how employees can grow). The questions gauge employee engagement. Highly engaged employees benefit companies with less absenteeism and turnover. The document encourages managers to have employees complete the Q12 survey and create action plans to improve engagement, starting with
What Greatest Mgrs Do Differently
- 1. First, Break All the Rules What the World’s Greatest Managers Do Differently Brian M. Wills Director Agile Transformation Office 3-Feb-2016
- 2. 2 The Largest Study of Its Kind • Gallup Research Summary – Interview Details • Over 80,000 Managers • Over 1,000,000 Employees • Derived over 25 years asking employees hundreds of questions – Discovery • Companies with “Great Managers” have better customer satisfaction, productivity, employee retention, and profits
- 3. 3 Question for Employees • “What do the most talented employees need from their workplace?” – Discovery • Talented employees need “Great Managers”
- 4. 4 Question for Great Managers • “How do the world’s Greatest Managers find, focus, and keep talented employees?” – Discovery • All Great Managers build a work environment that attracts, focuses, and keeps talented employees.
- 5. 5 The Holy Grail Question • “How can we best measure a Great Manager’s ability to build this kind of work environment?” • “If you can’t measure it, you can’t manage it.” • “Measuring Stick” created
- 6. 6 The Holy Grail Found • Gallup Created a “Measuring Stick” for work environments – Simple & Accurate – Allows workplaces to easily be compared on a numeric basis
- 7. 7 The Measuring Stick – “Q12” • Discovery – Measuring the strength of a workplace can be simplified to 12 Questions – Survey questionnaire referred to as the “Q12”
- 8. 8 What Great Managers Know • Insight – People don’t change that much. Don’t waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough. • Each individual employee must be motivated differently
- 9. 9 The Four Camps of Q12 • The Q12 is divided into Four Camps Camp Level Role Question Base Camp “What do I get? Camp 1 “What do I give?” Camp 2 “Do I belong here?” Camp 3 “How can we all grow?”
- 10. 10 Base Camp Questions • “What do I get?” 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right?
- 11. 11 Camp 1 Questions • “What do I give?” 3. At work, do I have the opportunity to do what I do best everyday? 4. In the last seven days, have I received recognition or praise for good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development?
- 12. 12 Camp 2 Questions • “Do I belong here?” 7. At work, do my opinions seem to count? 8. Does the mission of my company make me feel like my work is important? 9. Are my co-workers committed to doing quality work? 10.Do I have a best friend at work?
- 13. 13 Camp 3 Questions • “How can we all grow?” 11. In the last six months, have I talked with someone about my progress? 12. This last year, have I had opportunities at work to learn and grow?
- 14. 14 Take the Survey • Using the following scale, answer each question from the perspective of “you at work:” • 1=Strongly Disagree • 2=Disagree • 3=Neutral • 4=Agree • 5=Strongly Agree
- 15. 15 Next Steps 1) Employees – Complete Q12 2) Leadership – Calculate results – Create action plan to increase scores (starting with Base Camp & Camp 1) to 5.0 • Ask employees what it takes to get to 5.0
- 16. Results • Engagement Index slots people into three categories 1. “Engaged” • Response of 4 (Agree) to 5 (Strongly Agree) 2. “Not-Engaged” • Response of 3 (Neutral) to 4 (Agree) 3. “Actively Disengaged” • Response of less than 3 (Neutral) 16
- 17. Why do we care? • Gallup - The Great Elements of Managing – “If you do these things for us, we will do what the company needs of us.'“ – Engaged employees average 27 percent less absenteeism. – Actively disengaged workers experience 51 percent more turnover than engaged employees. – Cost of losing a person is 25-80% of annual wage for entry-level; 75-400% of annual salary for turnover of a specialist – Although much of a customer's experience is outside control of employees, being in Engaged category equates to 12% higher customer scores. – Teams in more engaged half are more than twice as likely to succeed. 17