The Stats - Turnover & its staggering costs:
•Employees with the highest level of commitment perform 20% better and are 87% less likely to want to leave the organization (Corporate Leadership Council, 2004).
•Companies that communicate most effectively are 50% more likely to report turnover levels below the industry average compared with only 33% for the least effective communicators (Watson Wyatt, 2003).
•18% of the variation in sickness and absence rates across the company was due to variations in communication practices (Brown, Duncan & MacDonald, 2003)
The often overlooked and sometimes-maligned middle managers matter. They are not interchangeable parts in an organization. Though often performance differences between firms as seen as being due mainly to organizational factors, such as business strategy, management systems and HR practices, instead this authors finds the differences are due to middle management employees. The author finds the effect of middle managers on a project is larger than the creative people, and larger than the rest of the organization.
· Mollick, Ethan. (2011 May 25). Why middle managers may be the most important people in your company. Knowledge@Wharton. Retrieved from: http://knowledge.wharton.upenn.edu/article/why-middle-managers-may-be-the-most-important-people-in-your-company/
Leader quality helps predict financial performance. Organizations with high leader quality were six times more likely to be among the top 20 financial performers of all organizations. Organizations with both high levels of leadership quality and leader engagement/retention were nine times more likely to outperform their peers financially.
· Development Dimensions International. (2015). 2014-2015 DDI Global Leadership Forecast: 25 findings to meet tomorrow’s business challenges. DDI World, 70 Pages. Retrieved from: http://www.ddiworld.com/ddi/media/trend-research/global-leadership-forecast-2014-2015_tr_ddi.pdf?ext=.pdf
Workplace incivility is rampant and on the rise. Hurtful workplace behavior can depress performance, increase employee turnover, and even mar customer relationships. Nearly everybody who experiences workplace incivility somehow settles the score, with their offender and the organization. Interventions and changes in leadership mind-sets are offered to help rebalance uncivil environments, yet it’s also important to promote organizational health broadly which may be the best way to keep the early shoots of incivility from taking hold.
· Porath, Christine. (2016 December). The hidden toll of workplace incivility. McKinsey Quarterly. Retrieved from: http://www.mckinsey.com/business-functions/organization/our-insights/the-hidden-toll-of-workplace-incivility
Contact Dr. Andrea, to learn how to increase the following into your organization:
Take a moment in reflection…
Most often it’s not that our team is unskilled, uneducated or lacks knowledge, it’s typically that we cannot get along! Yet, icebreaking or team building exercises haven’t seemed to work. Employees must learn how brain and body chemicals work for and against them, as well as when to trust those internal chemical and electrical impulses, and when and how to override them. Imagine if you could be freed up of the energy you expend intervening in relationship squabbles?