Managers’ Gobbledygook Turns Off Employees
This is the fourth in a series of blog posts on employee engagement defined in the Global Measures of Court Performance as the percent of employees who, as measured by a court-wide survey, are passionate about their job, committed to the mission of the court and, as a result, put discretionary effort into their work. In the first post in the series on March 24th, I reviewed the findings in Gallup’s 2019 pioneering book, It’s the Manager, by Jim Clifton, Chairman and CEO of Gallup, and Jim Harter, Chief Scientist. Based on a decade of study of tens of millions of interviews of employees and managers across 160 countries, their study revealed “the most profound, distinct, and clarifying finding” in Gallup’s 80-year history of studying the workplace: Managers who develop engaged employees did not merely influence the results of their teams, including higher productivity, lower turnover, greater safety, better profitability, and higher quality – they accounted for an astounding 70% of