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Employee Engagement + Leadership = Business Results (Part 2)

Employee Engagement

Employee Engagement + Leadership = Business Results

Employee Engagement, Leadership, and Business Results are highly correlated–according to Gallup research done by Marcus Buckingham and Curt Coffman, authors of First, Break All the Rules: What the World’s Greatest Managers Do Differently. In our last post on this topic (you can read it here) we outlined the 12 employee engagement questions that Gallup uses to determine their level of engagement.

In this post, we’ll look at what it is that employees want and expect from their leaders–the things that help get and keep employees engaged.

Here are a few items that show up consistently when you ask employees:

  1. Trust
  2. Respect
  3. Autonomy
  4. Clear Communication
  5. Opportunities to grow
  6. Appreciation
Abraham Maslow published his results in 1954 in his book Motivation and Personality; today we often see his work in the form of a pyramid.  The pyramid signifies a climb to the ultimate height of self-actualization.
Employee Engagement + Leadership = Business Results

Maslow’s Hierarchy of Needs

What correlation between Maslow’s Hierarchy and what employees need from their leaders do you see?

Work can be, and often is, the entry path into Esteem and Self-actualization. Employment provides us with safety–but what we get out of our work, the way we feel, the way we contribute to society, our ability to fully function with others–that is what we, as leaders, can help others discover within themselves.

If you want to develop your leadership pipeline then take a hard look at Maslow’s Hierarchy of Needs. Develop a disciplined program to identify those that can fully function at the top of the pyramid then coach them to success.

What are you doing to boost self-esteem, confidence, achievement, and respect?

What are you doing to increase morality, creativity, spontaneity, problem solving, and acceptance of facts, and reduce prejudice?

 


About the Author

Calvin has nearly three decades of executive and leadership experience. He is a former Air Force officer where he directed the Air Force Oil Analysis Program, the B-1 Bomber flight simulator modification program, and the design and integration of the Advanced Cruise Missile Variant. His executive leadership includes Director of the Rochester Merrill Lynch office and Vice President of Investment Services at Think Mutual Bank. Calvin Guyer Full Bio

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  • Mark Stamper

    This is so spot on. I current teach a Principle of Management course at a college and also work as a consultant and internal coach for a fortune 500 company. Both worlds espouse the things you are talking about. Our business culture and greater environment is evolving that way, but I still see a challenge, more of a barrier. The focus seems to be on the lower needs in the hierarchy. It’s not that everyone does not acknowledge the needs at the top, but it gets counter intuitive in that there is a disconnect in getting there. So everyone, including so called enlightened leaders, say they want self-actualization and want to foster that, but the priorities for the levels below that get the focus, often at the expense of going beyond those.

    Well done in bringing light and context to what I think is a key area of leadership. I am going to add this book to my list of books I desire to read.

    • http://www.co2partners.com/about-us/calvin-guyer.html Calvin Guyer

      Thank you for you kind words. If you post content I would be very interested in learning from you also. Feel free to contact me directly at cguyer@co2partners.com or via LinkedIn.

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