Tom's points are so good, I transcribed a few of them here.
* It’s possible to quantify that social and economic capital that’s created by people, emotions and relationships.
There’s nothing mysterious to it. It’s quantified throughout your financial reports, in all the metrics that are available to any organization...if you’re tracking it.
* Get the right person in the right job.
Well begun is half done, you have to have the right ingredients to bake a cake.;The quality of your manager is more important than the quality of your physician.
* Employee engagement is pretty serious business in terms of the effect you’re having on the person’s health and wellbeing and the family that surrounds that person.
* A disengaged employee is like the kid at school who looks at the clock waiting for the bell to ring for recess or end of the day.
* People can’t be anything they want to be. But they can be a lot more of who they already are. How do you continue to invest in the areas where people have strength? Instead of spending 80% of that performance review focusing on their gaps or areas of improvement and 20% of the time on their successes or victories, the right answer might be to flip that around.
* If your manager is essentially not paying attention or ignoring you, there’s a 4 in ten chance you will be actively disengaged in your job on a day to day basis. Things get a lot better if your manager is always telling you what you’re doing wrong. Then you’re seeing only 2 in 10 are actively disengaged in their job.If your manager is primarily focused on your strengths, then there’s only a 1% chance of being actively disengaged in your job.
Wow! So, if you inspire your employees, build on their strengths, help them be more of who they are, then you can raise your engagement levels from 30% on average to 99%. What would that do to your company’s bottomline?
* Advice for those jobseekers: Spend more time getting to know their manager than looking at the details of their benefits plan.
* People who have a best friend at work are 7 times more likely to be engaged at their job.
* Praise needs to be individualized, as specific as possible and deserved and sincere.
* Brilliant leaders are never well-rounded. But it turns out teams do have a well-roundedness of talent.