In its State of the American Manager: Analytics and Advice for Leaders report (available for download here), Gallup Inc. surveyed 2,564 U.S.-based managers, studying the relationship between managerial talent and engagement, and the level of engagement among managers. The Washington, D.C.-based performance management consulting company found that just 35 percent of managers are engaged in their jobs, with 51 percent of managers “not engaged,” and another 14 percent “actively disengaged.”
It stands to reason that this type of managerial discontent would have a trickle-down effect on the rest of the workforce, and this survey doesn’t offer any figures to suggest otherwise.
For example, Gallup’s analysis found that employees who are supervised by highly engaged managers are 59 percent more likely to be engaged than those overseen by actively disengaged managers.
That finding shouldn’t surprise anyone. No, it’s the sheer number of disengaged managers that should be alarming. And, just as disconcerting is the small percentage of supervisors the poll found to have the “innate talent to become a great manager,” according to Gallup.
Defining talent as “the natural capacity for excellence in a given endeavor,” Gallup found just one in 10 individuals has the “unique blend of innate characteristics” that are predictors of management excellence, including motivational skills, assertiveness, accountability and decision-making talents.
Another two in 10 have “functioning” talent, which means they possess some of the aforementioned traits but not all of them, and could become successful managers with the right coaching. Just 18 percent of current managers have “high” talent, according to Gallup.
Naturally, these managers are more likely to be engaged. Fifty-four percent of those classified as having high managerial talent described themselves as being engaged in their work, compared to 39 percent of those with functioning talent and 27 percent of managers in the “limited” talent group.
It can and has been argued that “employee engagement” is a somewhat nebulous concept. But few would dispute that—however you define the term—getting and keeping employees engaged at all levels throughout the organization is critical to success.
And, this Gallup data certainly suggests there’s a big problem with engagement among managers. Fixing it may be a tall order, but, as Gallup notes in its report, a failure to do so comes with a hefty price.
“Managers influence everything that gets done in organizations,” according to Gallup. “They translate energy into action and hold employee morale, turnover, productivity, safety and creativity in their hands. A great manager improves lives while improving performance. A poor manager makes workers’ lives miserable while destroying performance.”Twitter It!