This year has been a year like no other and one many of us could have anticipated. As leaders, we have had to be agile both in our plans for the year as well as adapting to what our employees Earlier this year, we launched our employee engagement trends report showcasing data that explained what drivers employees cared about the most.
In this week’s episode, we’re revising this data asking, “Is what we thought to be true then still true today? Joining the discussion is Kevin Kruse, New York Times Best Selling author and CEO of LeadX, along with Santiago Jaramillo, CEO of Emplify.
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[00:00:03] Hey, Insight's listeners, Nicole here and thanks so much for joining me for this week's Bite Size Insights, Empowering People Leaders with best in class information in 10 minutes or less.
[00:00:13] It's safe to say that no one could have planned for 2020. At the beginning of this year, we launched our Employee Engagement Trends report showcasing what matters to the people who make up our organizations. So for this week's episode, we're going back is what we thought to be true then still true today? To shed light on this question and more, we have Kevin Kruse, a New York Times best selling author and CEO of Lead X. Along with Santiago Hauer Muzio, CEO of Amplify.
[00:00:43] We took data pool of about 10 million survey responses and came up with similar similar things. They're really kind of labels them differently. But I mean, people want to grow. They want to trust their leadership. They want some feedback and recognition. What shocked me with all this research was the manager, your direct manager is really the filter of everything that's going on. And to a large degree, you know, we would see these large distributed organizations like fast food chains, quick service restaurants, retail outlets and their overall employee gauges score. Let's say it's a four out of five. Very good. And you go store to store. And so you'd see, you know, most stores are right around that average. Oh, that store has a four point two. This has a three eight. There's a four. There's a three nine. And then you would see a two point one or something doesn't bounce back up. Same CEO, same pay, same benefits, same mission vision values. But it's the manager in that store. That's reckoned it for everybody. And even more shocking is the reverse. I mean, there would be these large electronics chains that were going out of business. Everybody knew they were going out of business. How the heck can you be engaged when you know your job's going to be eliminated? And you would see lo engage low engagement. And every now and then a store that high engagement, it's because in the same environment, with the same resources, that's a store managers. I was going to say, hey, listen, you're gonna have an experience on your resumé that no one else is gonna have. You're gonna do some hard things and you're gonna learn. You're gonna grow. And maybe we're gonna give you a stay bonus. But more importantly, I'm going to help you to land on your feet with the next job. Well, if that's your boss versus like doom and gloom and we're all calling a business, you're actually gonna be more engaged. So, I mean, I think all the factors count. It's like I want candidates to have a great experience, like it's all valid. But I personally, I'm always looking at what can we do to take right down to the frontline leaders who are touching more of the employees than than anyone else and making sure they know how to lead.
[00:02:44] And, you know, by doing the right things, if you look at medically at the research, from burnout. And so burnout is a spectrum. And to be clear, somebody burned out or not burned out. What sort of spectrum? You can be a little burned out or a lot burnt out.
[00:02:56] I've personally been here. Right. And being someone who is put in the in the past and probably still to this day for me, too much of my self worth and identity in my job and my role and what I do and being good at it and the business succeeding is a big part of my life for me. Bigger than it should be. And so when things happen, when we hit some rocky spots and my whole sort of thing, I've experienced experiences. And it's it literally has an effect on your physical body and an emotional body.
[00:03:25] I mean, and I remember my wife gave me permission to share the story, but she she was in a role where she was really, really, really burned. I was working with just some clients that just worked, had unrealistic expectations that weren't set up for success, et cetera.
[00:03:39] And she had tremendous loyalty for the people of the organization. So she didn't leave. She didn't leave. And to get pretty unhappy and she she left and got to a better working situation. And one day I was like, hey, did you stop taking antacid medicine? And she was like, Yeah. I was like, I can't. What when. What happened? What? How did it get better?
[00:04:00] And she's like, I don't know. I just kind of stopped. When did you stop? She's like. Must have been the month right after I.
[00:04:08] But literally her body was experiencing burnout and was causing literally acid to come up. Right. So it can be really, really damaging. And people don't do their best work. You don't live happy lives. It's literally tried to tie it to depression.
[00:04:24] And it's like measuring these engagement drivers. If you see a couple of them low, it can actually tell you the story that a team is about to be burned out. When you see a combination of the drivers of there's low rest. Number one. So what that means is a person I'm an employee can't take the time that they need off from work to come back recharge, to go back to work. This isn't an you have paid time off. This is and, you know, are you going on extravagant vacations is just can you, like, take enough time to come back refreshed to work? So when rest is low, incompetency is low, meaning you don't think you can hit your goals at this point. You're not getting enough rest. You don't think you can hit your goals. And if either the manager or psychological safety is also low, meaning you can't tell your manager that you're struggling. And so you don't have an outlet for things to change and you feel trapped. I'm not hitting my goals. I'm super tired and exhausted. And this is an unchanging situation that I'm stuck in because I don't have the psychological safety to tell my manager that I'm struggling and I'm sure beyond my skis or overwhelmed with things and so weak we can see this this story unfold as we look at some of these drivers.
[00:05:35] Thank you for joining this week's Bite Size Insights. If you want to go more in depth with our report, you can listen to the previous season where we spend several episodes breaking down the key themes. And of course, you can access it at our site and amplified outcome slash trends.
[00:05:50] That's mpl i f y dot com slash t r e n d. S.