Content By Gallup

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In my experience, if you ask senior leaders if they would fire a sales manager whose team missed quota three years in a row, they usually say yes. If you ask them if they would fire a plant manager whose facility had a poor safety record for three consecutive years, they would say yes. But ask if they would fire a manager whose workgroup had low engagement scores three years in a row, and they’re not so sure.

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Small and medium-sized enterprises (SMEs) are the lifeblood of a country’s economy. They generate jobs that are sorely needed worldwide. Gallup’s World Poll estimates that of 3 billion adults globally who report they want a good job—one that is 30+ hours per week and provides a consistent paycheck in a legitimate business setting of any size—1.8 billion, or 60 percent, are out of work.

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It’s better to have a terrible manager than a good-enough one,” says Raad Al-Saady, managing director for more than 7,000 employees at Abdul Latif Jameel (ALJ), one of the biggest companies in the Middle East. “Leaders are very quick to make decisions on bad or ineffective leaders.” But managers who are just good enough, he says, seem to linger forever.

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The rising cost of healthcare in the United States coupled with the absence of return on investment for Americans’ health is an important concern for many leaders across the country. And as many health systems adopt new strategies to reduce patient readmission rates and improve Hospital Consumer Assessments of Healthcare Providers and Systems (HCAHPS) scores, clear measurement of patient outcomes and performance indicators have never been more essential.

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Only 11 percent of employees worldwide are engaged in their jobs, according to Gallup. That’s an alarmingly low number and suggests profound problems for workplaces in almost every corner of the world. Low engagement results in lower productivity and profitability—and damages a company’s future prosperity.

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From all Gallup’s data, which have been gathered from asking the whole world questions on virtually everything, the most profound finding is this: The primary will of the world is no longer about peace or freedom or even democracy; it is not about having a family, and it is neither about God nor about owning a home or land.

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Many companies measure employee and customer satisfaction without much to show for it. That’s because their surveys—whether one magic question for customers or 100-plus-item monstrosities for employees—often focus on the rational and exclude the emotional. However, it’s vital to measure emotional factors because with customers and employees, feelings are facts.

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Residents in the Pacific, Mountain, and West North Central regions of the United States are the most likely to say they learned something new yesterday and that their supervisor, if they work, acts more like a partner than a boss.

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Companies that lead the world in growth have something in common: a relentless focus on talent. They are very intentional about this. The executives who lead these companies have created high-performing operating systems.

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By: Gallup

When it comes to project management, most organizations put their practices before their people. They place more emphasis on rational factors, i.e., the process itself, and less on emotional drivers that could lead to project excellence—like their employees’ engagement with the project and company.

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