In far too many organizations, there are people at work that are not producing. Yes, they show up every day. And they are present in one form or another (most often physically but not always mentally) for the required period of time. But, then they leave work at precisely the time that they are allowed to. They won’t give their employers a second more time or a dollop more energy than is required.
This is not an indictment of an hourly worker who clocks in and is paid for their time. (Although it could be if that worker is present physically but not mentally and makes mistakes that cost the organization money). This refers to the employee who is considered to be in the ranks of management, in charge of insuring that the organization performs, achieves results and does so with the least cost possible.
The Gallup organization did a survey of over one million workers and issued a phrase that they use to define this type of employee: disengaged. By the way, the Gallup survey defined 55 percent of the total workforce as fitting into this category. In some organizations, that percentage is considerably higher.
What makes up the critical difference between engaged employees and those that are disengaged? Research suggests that it comes down to three critical factors.
The first difference is initiative. People who are engaged in what they are doing are proactive; they are not sitting and waiting to be told what to do. They see a problem, or an opportunity, and they tackle it.
Individuals with initiative go the extra mile. They are not afraid of hard work; they don’t mind tackling difficult tasks that others don’t want to do. The reason is that this type of person is ready, willing and able to apply what they know to get the job done. If they lack a specific skill, they are not afraid to learn what they don’t know so they will be able to do more.
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