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October 24, 2019 - March 29, 2020
we follow leaders
who connect us to a mission we believe in,
who clarify what’s expec...
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who surround us with people who define excellence th...
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who value us for our ...
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who show us that our teammates will always b...
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who diligently replay our win...
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who challenge us to keep gett...
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who give us confidence in ...
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“The question,” he says “is not whether we will be extremist, but what kind of extremists we will be.”
Global engagement remains at almost exactly the same level as it was in the thirteen original countries.
there are nonetheless some actions that organizations can take to be more intentional and systematic in the way they seek to engage their workers.
The UAE has the highest percentage of Fully Engaged workers, at 26 percent, while China has the lowest percentage of Fully Engaged workers, at 6 percent.
one factor trumped all others in its ability to explain a worker being Fully Engaged: whether or not the worker was on a team.
Workers who say they are on a team are 2.3 times more likely to be Fully Engaged than those who say they are not.
Across the world, the data reveals that it is extremely difficult to engage workers who do not feel part of a team.
Current human resource systems are extensions of financial systems and so are able to show only who-reports-to-whom boxes on an organizational chart.
When organizations make great teams their primary focus—what creates them, what can fracture them—we may well see significant rises in global engagement.
trust is built, and a Fully Engaged team becomes more likely.
many people take gig work because they like to see themselves as their own boss.
In all countries and industries, virtual workers—so long as these workers are also team workers—are more likely to be Fully Engaged than those who do their work in an office:
This suggests both that physical proximity is not required to create a sense of team and that the flexibility and ease inherent in working virtually are appealing to all workers (as long as they feel part of a team).
the best teams harness the individual excellence of each team member, unlock the collective excellence of the team, and do so in an environment of safety and trust.
More-frequent check-ins
Monitoring.
the “me” items (addressing expectations, use of strengths, recognition, and growth challenge) are most sensitive to an individual’s relationship with his or her team leader.
This is how control works. The "me" is controlled by the boss through the control of everything else, including the other "me" in the team!
