As one CEO put it, “We have a large workforce that has an appetite to do a good job up and down the ranks. Most executives-not just those in America-recognize that one of their biggest challenges is closing the vast gulf between the potential and the realized talent and energy of the people they lead. What’s the reason for the widespread employee disengagement? According to Gallup, poor leadership is a key cause. economy around half a trillion dollars each year. Gallup estimates that the 20% group alone costs the U.S. According to Gallup’s 2013 State of the American Workplace report, 50% of employees merely put their time in, while the remaining 20% act out their discontent in counterproductive ways, negatively influencing their coworkers, missing days on the job, and driving customers away through poor service. It’s a sad truth about the workplace: Just 30% of employees are actively committed to doing a good job. And that kind of change is much easier to implement and track than changes to values and mind-sets. Moreover, the approach doesn’t require leaders to alter who they are, just to undertake a different set of tasks. Here, Kim and Mauborgne offer a solution to that problem: a systematic approach to uncovering, at each level of the organization, which leadership acts and activities will inspire employees to give their all, and a process for getting managers throughout the company to start doing them.īlue ocean leadership works because the managers’ “customers”-that is, the people managers oversee and report to-are involved in identifying what’s effective and what isn’t. The trouble is, managers lack a clear understanding of what changes they could make to bring out the best in everyone. If companies could find a way to convert them into engaged employees, the results could be transformative. Research indicates that this gulf is vast: According to Gallup, 70% of workers are disengaged from their jobs. In this article, they apply their concepts and tools to what is perhaps the greatest challenge of leadership: closing the gulf between the potential and the realized talent and energy of employees. Ten years ago, two INSEAD professors broke ground by introducing “blue ocean strategy,” a new model for discovering uncontested markets that are ripe for growth.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |