Yesterday, we talked about “valuing employees” (that is, employees who value the organization in which they work), and the sound benefits that they bring to an organization. Those benefits extend into the management ranks of an organization, because it’s likely that if a corporation has worked to support their employees in ways that allow them to become valuing employees, then those employees, when they are promoted to management, will become excellent managers – offering the company the double benefit of having been fine employees that valued the company as well as, then, becoming the kind of managers that support their employees in becoming those who also value the company and work to make it function at its best. The Gallup organization has completed a study focusing on the future of work and based on a decade worth of input from nearly 2 million employees and more than 300,000 business units. The analysis of the study confirmed what Gallup had found in previous studies, that companies’ productivity depends, to an astonishing degree on its managers. This finding was the “single most profound, distinct and clarifying finding” in Gallup’s 80-year history of research efforts. In other words, the study showed that the outstanding result was that managers don’t just influence the results that their teams of employees achieved, they have a huge impact (70% of variance was explained by this factor, alone). Gallup’s favorite metric for rating business teams is “engagement,” or, a belief among employees that they’re doing meaningful work in a climate that supports personal growth. Or, what we, at Change Strategists, call valuing. We use this specific term because it’s meant to imply that it’s a two-way street: upper-level management has to set the corporate tone for valuing the company’s employees – ensuring that they have what they need to fulfill their personal growth as well as work lives; and, in turn, employees then consistently learn how to become valuing employees – those employees who, every day, do their all-out best to make the company a success, by helping to fulfill its goals and directions for the future. Valuing employees are those who want to see the company do well, because they know that they are the company – they’ve been assured of this by both upper level management and their immediate bosses, in ways that are meaningful to each person – and devoid of empty, “happy talk.” Gallup, in explaining the results of their study and their subsequent work in that area, relates what we have long contended: that a valuing employee will typically be in it “for the long haul” – and that employee will be loyal and desirous of remaining with a firm that treats them so well – a firm that takes their best interests seriously. I asked yesterday how many readers could remember hearing employees at large corporations extol the virtues of the firm and of its managers. The silence to this question was deafening – because there just aren’t many companies (our client corporations excluded, of course) who fully understand the real meaning of supporting employees – most still think that treating employees well means giving a decent salary and good benefits. Hopefully, our work, as well as that of Gallup and Jim Clifton, the CEO there, will make some inroads that change perceptions of what actually is valuing to employees, and what it is, therefore, that can result in a company being blessed with valuing employees, and, ultimately good managers, who were brought up to be valuers.