Profitability

The Five Stages of Workplace “Tribes”

Thu, 08 May 2008 09:45:00 GMT

Two researchers say that your tribe is more important than anything else at work. Here’s how companies can harness the power of that insight to understand and influence team performance.

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.

Is the U.S. in a Recession?

Thu, 14 Feb 2008 00:00:00 GMT

This question has been nagging at executives, investors, and the media. Here, Gallup’s chief economist sheds some much-needed light on the subject. He also tells how companies can protect themselves if there’s a serious downturn and what managers -- many of whom have never lived through a real economic slump -- should know.

Debunking Strengths Myth #2

Thu, 10 Jan 2008 00:00:00 GMT

Building a strengths-based organization seems like it would be simple. The concept is so intuitive, the thinking goes, that embedding strengths in a company’s DNA should be almost effortless. But this is one of the biggest myths about strengths management -- and, for that matter, about managing transformational change.

The Ninth Element of Great Managing

Thu, 10 Jan 2008 00:00:00 GMT

It's summed up this way: "My associates or fellow employees are committed to doing quality work." This means that managers should make sure that their teams aren't infiltrated by slackers, who can hurt performance and undermine the morale of those determined to do their jobs to excellence.

The Eighth Element of Great Managing

Thu, 13 Dec 2007 00:00:00 GMT

The need to feel a connection to a larger cause is very important to most employees. In fact, believing that "the mission or purpose of my company makes me feel my job is important" is a primary motivator, according to the authors of 12: The Elements of Great Managing.

The Seventh Element of Great Managing

Thu, 08 Nov 2007 00:00:00 GMT

It matters a lot to employees if their opinions count. That's because people work much harder at something that is at least partly their own idea, according to the authors of 12: The Elements of Great Managing.

Who Are Your Promise Keepers?

Thu, 08 Nov 2007 00:00:00 GMT

Your company must do more than make promises to consumers. You need brand ambassadors who deliver on them, says William J. McEwen, author of Married to the Brand.

Investors, Take Note: Engagement Boosts Earnings

Thu, 14 Jun 2007 00:00:00 GMT

When deciding where to put their money, do investors take into account the engagement level of a company's employees? If not, it's time they did. Gallup research has found that higher workplace engagement predicts higher earnings per share among publicly traded businesses. Read our report of these groundbreaking findings.

The Third Element of Great Managing

Thu, 14 Jun 2007 00:00:00 GMT

The ramifications of matching employees to what they naturally do best are profound. So much so that this aspect of work life emerged as one the elements that best predict the performance of an employee or team. The authors of the New York Times bestseller 12: The Elements of Great Managing explain.

Engaging Customers -- All Day, Every Day

Thu, 14 Sep 2006 00:00:00 GMT

Fully engaged customers deliver a 23% premium over average customers in share of wallet, profitability, revenue, and relationship growth. That's exactly why so many call centers survey customers to determine their level of engagement. But what happens in between measurements? Specifically, how can a team leader keep customer engagement from feeling like an isolated event, rather than a way of doing business?

Is That a Neuromarketer in Your Brain?

Thu, 12 Jan 2006 00:00:00 GMT

Some marketers think that by using high-tech neurological equipment that traces brain activity, they can learn what makes consumers tick and create more successful ads. Setting aside its Big Brother implications, does neuromarketing even work? Marketing expert John Fleming, who has spent many hours reviewing the brain scans of Japanese shoppers, isn't so sure.

Fixing a "Sneaky Broke" Hotel

Thu, 13 Oct 2005 00:00:00 GMT

How a focused and determined new manager of an underperforming hotel tightened expectations, showed the staff their potential, and turned the property's finances around.

Why Can't Women Be Leaders Too?

Thu, 13 Oct 2005 00:00:00 GMT

When companies overlook women for executive positions, they ignore a vast talent pool and undermine their profitability. So argues Robin Gerber, author of the newly released Katharine Graham: The Leadership Journey of an American Icon. In this interview, Gerber tells what overlooking women costs companies, what women bring to the boardroom table, and what women -- and men -- need to become truly great leaders.

Securing Growth Through a Great Workplace

Thu, 09 Jun 2005 00:00:00 GMT

In an industry with chronic turnover, Weiser Security has discovered an innovative way to retain talented employees while keeping customers engaged. The company has created a model that organizations in any industry can follow.

Wachovia Takes Customer Engagement to the Bank

Thu, 08 Jul 2004 00:00:00 GMT

Wachovia is doing great things for customers and shareholders, but this wasn't always the case. Just a few years ago, service hit a low point, and the company struggled to keep its customers. A crucial factor in Wachovia's turnaround, says CFO Bob Kelly, is "the bank's tremendous success in increasing the quality of service we provide our customers."

Why Big Lots Customers Keep Coming Back

Thu, 08 Jan 2004 00:00:00 GMT

The giant retailer keeps prices low -- but its stock value high -- by engaging employees, who in turn engage customers