Defining the Problem – The Obstacles and Stressors
Waning motivation
It was polled in a Gallup Survey that business leaders may be worse off than the people they lead, and are 11% less likely to do what they do best every day, and 6 points more likely to feel stress during the workday.23
Weakening engagement and performance wellbeing
The U.S. has long been experiencing an employee engagement crisis, similar to much of the world. Gallup has not found employee engagement to be seasonal. The metric is more dependent on factors related to an organization’s performance management and human capital strategies (Gallup, 2016).24
* Monthly employee engagement at 34.1%
* Previous record set in March 2011
* Engagement had not topped 33% since 2012
26% of leaders rated by their bosses as having high potential also were seen by their bosses as having high risk of career derailment those who greatly overstate their abilities are 6.2 times more likely to be rated as a derailment risk by their bosses than those with accurate self-awareness. and (Korn Ferry, 2015).25
Organizations are facing increasingly complex issues that demand a higher level of performance with severe consequences for not finding a solution. Meeting this challenge requires dramatic organizational change where people are conscious of their performance and work engagement.
Not Satisfied at Work
Gallup reports only 15% of employees strongly agree the leadership of their organization makes them feel enthusiastic about the future. When leaders model and welcome self-awareness around their own emotional triggers, they encourage people to want to do their best work. The Society for Human Resource Management has also explored and identified factors that influence overall employee satisfaction and engagement in the workplace.
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