With all of the data and evidence available that explains what drives organizational success, there is NO good excuse for letting your business fail. The mounting evidence points to employee and customer engagement as the keys that propel your business forward and account for increased productivity and profitability.
Why is it then that so many businesses choose to struggle by employing outdated strategies, supporting failing initiatives, and reinforcing disproven paradigms? While companies invest hundreds of millions of dollars in efforts to realize 3%-5% gains in the bottom line, they’re completely overlooking 15%-20% gains that could be realized with a simple shift to strengths-based leadership!
The path to lasting and transformational change begins at the top, with a commitment to appreciating the value of the individual and leveraging what makes each employee unique — in other words, moving beyond the purely rational and analytical approach to business, and tapping into the relational elements that drive extraordinary performance and employee engagement.
The challenge we currently face is that our obsession with viewing business primarily through the filter of analytics (and managing our organizations from a technical and systematic perspective) has prevented us from seeing the key that has proven again and again to unlock unprecedented performance — fully engaged employees delivering extraordinary service (either directly to customers or within the organization).
This article by David Rock explores some startling statistics about this phenomenon and the disturbing impact in the workplace…
By David Rock, FORTUNE & CNN Money
We have hired and promoted generations of managers with robust analytical skills and poor social skills, and we don’t seem to think that matters.
The technology to see very small things up close showed us we had much wrong about health. The technology to see big things far away showed us we are not the center of the universe.
More recently, a technology called fMRI, that lets us collect images of oxygen use inside an active brain, has shown us that some of our long-held beliefs about human motivation may be wrong.
Matthew Lieberman, one of the founding fathers of a field called social neuroscience, tells this story in his new book, Social: Why Our Brains Are Wired to Connect.
As Lieberman explains, for a long time we believed that people were rational, logical agents, driven by self-interest, greed, and desire. While this is not untrue, it is only half the story. It turns out that people have another driver that is of equal, if not greater, importance: the drive to be social.