Element 12 Learn and Grow

Turning Around Employee Turnover

Thu, 08 May 2008 09:45:00 GMT

Companies can reduce costly churn if managers know what to look for. But they usually don’t -- and that's because too many managers think money is at the root of the turnover issue. This article uncovers the real sources of the problem and reveals the reasons most people quit. Find out how to keep good employees from walking out the door.

The Twelfth Element of Great Managing

Thu, 10 Apr 2008 00:00:00 GMT

When Gallup analyzed high-performing workgroups to understand what drives their success, one of the dozen elements that emerged as most important was the statement “This last year, I have had opportunities at work to learn and grow.” Decades of research reveals that employees give more of themselves when they feel a sense of progress rather than feeling stagnant, according to the authors of 12: The Elements of Great Managing.

Mastering the Art of Office Politics

Thu, 12 Jan 2006 00:00:00 GMT

It's widely believed that those who get ahead in office politics must be dupes, stooges, or yes-people. But the reality is quite different. Gallup has found that among the most successful organizations, many people who get ahead are solid performers and highly effective in their roles. What's their secret? They use their innate talents to rise through the ranks -- and to master the politics of their workplaces.

Their Best Friend at Work

Thu, 13 Nov 2003 00:00:00 GMT

Some managers inspire excellence. Some inspire loyalty. But a very few, such as Diane Marinacci at the federal General Services Administration, inspire people to the highest quality of work, the sincerest forms of loyalty, and passionate engagement. Find out what makes Marinacci so special, and successful.

How to Keep Talented Staff

Thu, 11 Sep 2003 00:00:00 GMT

As more Thai firms try to compete in the global market, they learn that the quality of their people is critical to winning business. Those firms often start by asking "How do we select talented employees?" But a smarter question would be "How can we keep our talented employees?" -- because the financial implications of losing a single talented worker are enormous.

What Superstars Do Differently

Thu, 12 Dec 2002 00:00:00 GMT

What do a great musician and one of the top basketball players of all time have in common? They have made the most of their innate talents -- something that the best performers do in all fields, according to the authors of Follow This Path (Warner Books, October 2002).

Leadership Discussion Questions

Mon, 23 Sep 2002 00:00:00 GMT

Corporate leaders should consider critical human-capital matters in their leadership actions and discussions every day. The 100+ Leadership Discussion questions will help corporate leaders jump-start these discussions in their companies. The questions address four broad areas of Gallup Path Management: Leadership, Finance, Strategy, and Workplace.

Okay -- I have reviewed my top five themes. Now what am I supposed to do? What's next?

Sat, 15 Dec 2001 00:00:00 GMT

We advise you to do three things. First, take a moment to reflect on your Signature Themes -- your "top five" -- as revealed by the Clifton StrengthsFinder. Do you agree with your top five? Are there some other themes within the full list of 34 that, in your opinion, capture your spirit, your essence, more accurately?

Is Your Company Bleeding Talent?

Mon, 09 Oct 2000 00:00:00 GMT

What does the phrase "becoming an employer of choice" mean? For many organizations, it refers to their strategies to attract talented employees. And once an organization has done the hard work of recruiting top performers, the next step is to figure out how to keep them.

Item 12: Opportunities to Learn and Grow

Mon, 07 Jun 1999 00:00:00 GMT

The need to learn and grow is a natural instinct for human beings. We can learn and grow by finding more efficient ways to do our jobs. Where there is growth, there is innovation, and this is a breeding ground for more positive and refreshing perspectives toward ourselves and others.