Executive Insights - Strengths Focused Culture

LEADINGPEOPLE

TOUGH JOB

I S A NOTOR IOU S LY

DIRECT MANAGERS ACCOUNT FOR 70%OF THE VARIANCE INEMPLOYEE ENGAGEMENTSource: Gallup - http://www.gallup.com/file/services/182216/StateOfAmericanManager_0515_mh_LR.pdf

THE LIKELIHOOD AN EMPLOYEEWILL BE ACTIVELY DISENGAGEDDROPS TO 1% WHEN THEIRMANAGER PRIMARILYFOCUSES ON STRENGTHSSource: Gallup - http://www.gallup.com/file/services/182216/StateOfAmericanManager_0515_mh_LR.pdf

SO HOW ARE MANAGERS

DOING?

NOT WELLENOUGH

ONLY 32% OF U.S.WORKERS ARE FULLY

ENGAGED AT WORKSource: Gallup - http://www.gallup.com/file/services/182216/StateOfAmericanManager_0515_mh_LR.pdf

WORLDWIDE, ONLY 13%OF WORKERS ARE FULLY

ENGAGED AT WORKSource: Gallup - http://www.gallup.com/file/services/182216/StateOfAmericanManager_0515_mh_LR.pdf

THE "IT'S NOTENOUGH"

TO THE NUMBEROF CHECKED OUT

EMPLOYEES

CURRENT STATE L INKS CLEARLY

HERE'SWHAT YOURFRONT LINEMANAGERS

TELL US IN OURPROGRAMS

I didn't thinkmanaging a teamwould be this hard.Why can't they justshow up and do the

work without allof the drama?

People just don'tcare like I did.

I thought it wouldbe like managing ME,

and that seemedpretty easy.

There's always ashortage of timeand overage of

emails andmeetings. I am

never caught up.

My team needsone thing from me.

My boss wantssomething else.

And my customerswant another thing.Which do I choose?

BEING A MANAGER ISTOUGH

THEY DON'T MEANFOR ONLY 13% TO BE

ENGAGED ON THE JOB

ONE SOLUTIONIS TO BUILD ACULTURE FOCUSEDON STRENGTHS

SO WHAT'STHE ROI OF ASTRENGTHS

FOCUSEDCOMPANYCULTURE?

WHO FOCUS ON THEIRSTRENGTHS DAILY SEE A7.8% IMROVEMENT

PRODUCTIVITY

WHO FOCUS ON THEIRSTRENGTHS DAILY SEE A12.5% IMPROVEMENT

EMP

LOY

EESTEA

MS

Source: Gallup's database of strengths-based development interventions. As of this report, Gallup's historicalclient database contained data from 25 million Q12 respondents from 2.8 million workgroups in 195 countries.

WHO RECEIVESTRENGTHS FEEDBACK SEE A14.9% IMROVEMENT

TURNOVER

CO

MP

AN

YLEV

EL

Source: Gallup's database of strengths-based development interventions. Turnover data was from a study of 65,672 employees.

WHOSE MANAGERS RECEIVED STRENGTHS FEEDBACK SEE AN 8.9% IMROVEMENT

PROFITABILITY

BU

SIN

ESS

UN

ITSSource: Gallup's database of strengths-based development interventions. As of this report, Gallup's historicalclient database contained data from 25 million Q12 respondents from 2.8 million workgroups in 195 countries.

IN YOUREXECUTIVE

INSIGHTSSESSION,YOU'LL :

1. ASSESS LEADERSHIPCAPABILITIES & BENCHSTRENGTH TO TURNPOTENTIAL INTOPERFORMANCE

2. TOOLS FOR USING YOURNATURAL TALENTS TOBECOME THE LEADERYOU WANT TO BECOME

3. CONVERSATION GUIDESTHAT HELP YOU AND YOURMANAGERS ALIGNEMPLOYEE STRENGTHSWITH COMPANY GOALSAND OUTCOMES

We look forward to

seeing you soon!

[email protected]