In Part 1 of Engaging the Unengaged, I refer to the Gallup State of the American Workforce Survey that revealed that “America is largely a nation of working automatons, with most people not feeling emotional ties to what they do and sizable numbers actively seeking to sabotage their colleagues and managers.”
I cited some astounding statistics (hopefully, not too many) that suggested the issues and causal factors underlying disengagement. A major component contributing to engagement that explicitly and implicitly surfaced in the study was relational dynamics. In other words, “people skills,” which is the focus of this article.
Gallup places the spotlight on managers and leaders whose weak people skills fail to help others feel connected to their work and good about themselves. What are these people skills that not only relate to others, but to us as well?
At the risk of sounding overly simplistic, here are a few of the people skills that I find missing in many managers that directly affect employee engagement. Continue reading