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Element 6 Development

Explore Gallup's research.

35% of U.S. Managers Are Engaged in Their Jobs

U.S. employees with female bosses are more engaged than employees with male bosses. Female managers are also more engaged at work.

As baby boomers age, managing older workers has become an issue, just as leading younger employees was in the 1990s. But when it comes to engagement with their jobs, it may not be the oldest nor the youngest who are most at risk.

Why are mentors such a powerful influence on their protégés? "Human see; human do" is a fundamental part of our wiring, write the authors of the New York Times bestseller 12: The Elements of Great Managing.

A Cargill manager's employees rate him exceptionally high on a crucial aspect of great management: developing his team. His leadership practices, which he says he learned as a teen, offer lessons to managers across all industries, according to the authors of the New York Times bestseller 12: The Elements of Great Managing.

It's widely believed that those who get ahead in office politics must be dupes, stooges, or yes-people. But the reality is quite different. Gallup has found that among the most successful organizations, many people who get ahead are solid performers and highly effective in their roles. What's their secret? They use their innate talents to rise through the ranks -- and to master the politics of their workplaces.

Dietitians at St. Mary's/Duluth Clinic Health System were at a crossroads. Their team didn't have enough people and felt ignored. Their workspace was "dismal." A few were quietly threatening to resign. Here's how one manager attacked this problem and raised employee engagement from average to extraordinary -- in just a year.

A survey of German employees last summer revealed that a staggering 69% are profoundly disconnected from their work -- a surprise, since German workers are highly skilled and generously compensated, and they produce some of the best products in the world. What accounts for the low German engagement? And what can be done to improve it?

Many people start the year making resolutions about how to improve their life, at home and work. But often, making real improvements seems out of reach. Why is it so difficult to improve? Here are some strategies for using your talents to make resolutions realities in 2002.

Customer loyalty is at the core of the "value creation" proposition. High loyalty scores bode well for future growth. But what exactly is customer loyalty? How does loyalty relate to engaging customers? And what role does your sales force play in generating customer loyalty and engagement?

Positive feedback from managers and co-workers is essential to most employees. Without it, even hardened stoics tend to lose heart and question their actions and goals. Managers can jump-start the discussion about what encourages their team members, and ways team members can encourage others.

The language of strengths is most powerful as the basis for insight and understanding shared across entire organizations. It can help individuals and teams become increasingly more effective. But at first, using a new language is awkward. How can managers and leaders facilitate the use of strengths talk?

Gallup's "language of strengths" fosters the perception of talent in oneself and others and facilitates articulation and further expression of those talents. Gallup's strengths management framework breaks the types of talent down into 34 distinct "themes."

The innate yearning to learn and grow is natural to human beings. Our jobs allow us to encounter new situations and find new ways to overcome challenges every day. Why, then, do we have a tendency to stall or stagnate?