THE COST OF DISENGAGEMENT

FACTOID 1

Actively disengaged employees cost the United States an estimated $483 billion to $605 billion each year in lost productivity.¹

FACTOID 2

As of 2016, 33 percent of U.S. employees are engaged at work, 51 percent are not engaged, and 16 percent are actively disengaged. (Note: In the world’s best organizations 70 percent are engaged at work.²)

FACTOID 3

When compared with business units in the bottom quartile of engagement, those in the top quartile realize improvements in the following areas: 41 percent lower absenteeism, 24 percent lower turnover (in high-turnover organizations), 59 percent lower turnover (in low-turnover organizations), 28 percent less shrinkage, 70 percent fewer employee safety incidents, 58 percent fewer patient safety incidents, 40 percent fewer quality incidents (defects), 10 percent higher customer metrics, 17 percent higher productivity, 20 percent higher sales, and 21 percent higher profitability.³

FACTOID 4

Only 21 percent of employees strongly agree their performance is managed in a way that motivates them to do outstanding work, 22 percent of employees strongly agree the leadership of their organization has a clear direction for the organization, and 15 percent of employees strongly agree the leadership of their organization makes them enthusiastic about the future. (P.S.: 51 percent of U.S. employees say they are actively looking for a new job or watching for openings.⁴)

FACTOID 5

“According to Gallup polls, a full 50 percent of employees who quit cite their manager as the reason. People might join a company for the compensation, growth opportunities, or mission, but they frequently leave because they don’t have a good relationship with their manager.”⁵

Who do you think is keeping them engaged (or not)? (Hint: YOU.)

Some Interesting Numbers on Trust

•   In its 2016 global CEO Survey, PwC reported that 55 percent of CEOs think that a lack of trust is a threat to their organization’s growth. But most have done little to increase trust, mainly because they aren’t sure where to start.⁶

•   In a 2016 study conducted in the United States, data showed that people at high-trust companies had 74 percent less stress than people at low-trust companies, 106 percent more energy at work, 50 percent higher productivity, 13 percent fewer sick days, 76 percent more engagement, 40 percent less burnout, 11 percent more empathy for—and 41 percent less depersonalization of—workmates, and 41 percent greater sense of accomplishment.⁷

Behaviors That Create Collaboration and Trust or Protection and Aversion in Engagement

•   Concern for others, being truthful about what’s on our mind, stimulating discussion/curiosity, painting a picture of mutual success, and being open to difficult conversations are all oxytocin-producing behaviors. (Oxytocin is a feel-good hormone that elevates our ability to communicate, collaborate, and trust others.⁸)

•   Not trusting others’ intentions, being focused on convincing others, others not understanding, pretending to be listening, and having emotions that detract from listening are all cortisol-producing behaviors. (Cortisol is a hormone that shuts down the thinking center of our brains and activates conflict aversion and protection behaviors.⁹)

All of these points relate to how we show up with each other, how we create contraction or expansion in relationships, and how we use our contagiousness for good . . . or not.

We are the common denominator.

We are contagious.