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Author: Karen Bonsignore Date: NA Shared by: Sandy Schwan, MSLOC Alum on Evolving Strategies blog Organizational leaders must fully understand the consequences of disengagement, and devote attention and resources to initiatives that will increase and sustain employee engagement. Employees are free to leave their jobs to find more fulfilling work, or a better work environment, or even a more supportive boss. However, building an engaged workforce is the responsibility of a leader: from the top-down. The reason is that while there are known factors that can drive or derail engagement, regular employees are generally not in control of company policies and practices. Consequently, the buck begins at the top.

Gallup Business Journal by Robyn Reilly January 7, 2014 Only 13% of employees worldwide are engaged at work. Managers everywhere can help solve this problem -- and reap the benefits of higher employee engagement. Shared by Sonya Perez-Lauterbach, MSLOC student via Twitter

What really sets the best managers above the rest? It's their power to build a cadre of employees who have great inner work lives-consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine inner work life, often unwittingly. As Teresa Amabile and Steven Kramer explain in The Progress Principle, seemingly mundane workday events can make or break employees' inner work lives. But it's forward momentum in meaningful work-progress-that creates the best inner work lives. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies, the authors explain how managers can foster progress and enhance inner work life every day. The book shows how to remove obstacles to progress, including meaningless tasks and toxic relationships. It also explains how to activate two forces that enable progress: (1) catalysts-events that directly facilitate project work, such as clear goals and autonomy-and (2) nourishers-interpersonal events that uplift workers, including encouragement and demonstrations of respect and collegiality. Brimming with honest examples from the companies studied, The Progress Principle equips aspiring and seasoned leaders alike with the insights they need to maximize their people's performance. Teresa Amabile is the Edsel Bryant Ford Professor of Business Administration and a Director of Research at Harvard Business School. Michelle Bavester, MSLOC student recommends this book. She says: "The Progress Principle by Teresa Amabile? Her book has a checklist of sorts for making work meaningful and igniting engagement in employees. There's a lot of real-life examples from her research that she uses to illustrate her points as well. It's a great read!"

Andreas von der Heydt February 2, 2014 Shared by Michelle Bavester There was a strong agreement that in most organizations - and although people spend a substantial part of their lives working - a vast majority of teams and employees are not engaged at all. And as a result such organizations do not perform at their best. Let me share with you the main points we touched upon . . .

Author: Karen Bonsignore (MSLOC Alumna) Date: NA Shared by: Sandy Schwan, MSLOC Alumna magine how employee engagement might be increased if the performance feedback was for the purpose of positively influencing behavior change, or helping an employee grow in their job, and inspiring creativity and inspiration in a workforce. Yet no performance system is perfectly objective: no matter how hard we may try to be objective, our (even our reviewers') feelings, opinions, judgment are still subjective and will always interfere with the system! So how do we use a flawed system to our advantage?

By Robyn Clark and Judah Kurtz (MSLOC alumnus) January 15, 2014 Coaching is a proven, effective tool for helping leaders to create a culture that fosters higher employee performance, increased engagement and retention, and enhanced business results."

Shared by Brynn Harrington, MSLOC alumna, on Twitter "Gallup has found that one of the most important decisions companies make is simply whom they name manager. Yet our analysis suggests that they usually get it wrong. In fact, Gallup finds that companies fail to choose the candidate with the right talent for the job 82% of the time. Bad managers cost businesses billions of dollars each year, and having too many of them can bring down a company. The only defense against this massive problem is a good offense, because when companies get these decisions wrong, nothing fixes it. Businesses that get it right, however, and hire managers based on talent will thrive and gain a significant competitive advantage."

Results from 2013 survey of change management success, reasons for failure.

Author: Simon Sinek Date: May 19, 2014 Shared by: Andee Weinfurter