Leadership Impact On Employee Engagement

KPIs for Leaders and Organizations.... Success isn't just about numbers—it's about people. As leaders, we must shift our focus to ensure we: 💡Keep People Informed 💡Keep People Involved 💡Keep People Interested 💡Keep People Inspired These KPIs go beyond traditional metrics, driving both personal and organizational success. Here’s why they matter: ➡️ Clear Communication Builds Trust: Keeping people informed fosters transparency and trust, ensuring alignment with goals. ➡️ Engagement Boosts Performance: When team members feel involved, they’re more likely to take ownership and deliver their best. ➡️ Curiosity Fuels Growth: Maintaining interest keeps your team innovative and ready to embrace change. ➡️ Inspiration Drives Commitment: Inspired employees bring passion and dedication to their work, creating a ripple effect of motivation. Why These KPIs Are Critical for Organizations: ✅ Better Decision-Making: An informed workforce contributes to sound, data-driven decisions. ✅ Stronger Collaboration: Involvement creates a sense of belonging, leading to better teamwork and collaboration. ✅ Sustained Competitiveness: Interested employees stay engaged and focused, ensuring long-term innovation. ✅ Cultural Excellence: Inspiration creates a positive work culture, attracting top talent and reducing turnover. Leadership isn't just about leading the charge—it’s about empowering those who follow. By embracing these KPIs, we can cultivate teams that are not just productive, but passionate, engaged, and future-ready. What’s your strategy for keeping your team informed, involved, interested, and inspired? #kpi #kpis #leadership #management _ _ _ _ _ 🌐 Enjoyed the content? Please share.. 🔔 Follow Robertson Hunter Stewart for more ➡️ Discover my work in the comments

I met one of my General Electric (GE) staff from years ago over dinner. He remembered vividly his first day at work. The pressure of working in Jack Welch’s GE was a burdensome weight. He asked what were my expectations of him. Apparently, I said something like “Do all the great stuff you did at Motorola. Everyone in GE wants to know what you know about 6 Sigma. You don’t just know it, you lived it. You are our guru.” These words washed away his insecurities because he was reminded of his experience, his value and my confidence in him. In Pygmalion in Management, J. Sterling Livingston wrote, “Some managers always treat their subordinates in a way that leads to superior performance. But most … unintentionally treat their subordinates in a way that leads to lower performance than they are capable of achieving. The way managers treat their subordinates is subtly influenced by what they expect of them. If manager’s expectations are high, productivity is likely to be excellent. If their expectations are low, productivity is likely to be poor. It is as though there were a law that caused subordinates’ performance to rise or fall to meet managers’ expectations.” So employees’ confidence in their abilities can be influenced by the expectations of their managers. And even if those expectations are biased and absent of objective assessment they still have the power to affect employees and determine what happens. Why? Because when their managers genuinely believe in their abilities, employees avoid the pitfalls of low expectations and are motivated to give their best. Granted we can’t do everything just because someone expects us to. When managers set the bar too high, employees can be discouraged and some may not even try. Stretch goals and high expectations are beneficial up to the point of diminishing returns. Research by McClelland and Atkinson indicates that the Pygmalion effect drops off if one sees the chance of success as being less than 50%. However, when employees believe their performance can match their managers’ expectations they will achieve more. This belief in themselves is stimulated by their manager’s words, and by their positive body language, appreciation, empowerment and feedback. When managers believe their people can deliver, and the goals are challenging but achievable, people will strive to prove them right! I accept this completely because I had a manager, Steve Kerr, who believed in me. He was the world’s first Chief Learning Officer, a title bestowed on him by Jack Welch, GE’s CEO and Chairman. I was so grateful to Steve that I decided to honour him by doing to others what he did to me. That was more than 25 years ago. I am still doing it.  

I’ve been on both sides of the strategy table. I’ve helped craft bold plans with leadership teams —clear goals, slick presentations, all the right words. And I’ve also sat with frontline teams who were just trying to survive their week. Here’s the hard truth I’ve learned: Most strategies don’t fail because they’re bad. They fail because they never truly reach the people doing the work. When you’re in the room designing strategy, it all makes sense. But when you’re on the ground? It sounds more like this: “Wait, what are we doing now?” “How is this different from what we’ve already been doing?” “Who has time for that?” The disconnect is real. Here’s what I’ve seen go wrong—again and again: 🧩 No translation layer  ↳ Great strategy, but no one explains what it means in daily actions. 📉 Middle managers get squeezed  ↳ They carry the weight of execution but weren’t part of the design. 🔇 No feedback loop  ↳ Frontline insights never make it back up to influence the plan. ⚔️ Too many priorities  ↳ The urgent always buries the important. So what actually makes a difference? 🧭 Involve the frontline early 🗺️ Turn strategy into clear, simple behaviors 🛡️ Equip (don’t just pressure) middle managers 🔁 Build real-time feedback and adapt fast 👁️ Keep the strategy visible in day-to-day work One thing I now believe deeply: Strategy lives or dies in the hands of the people asked to deliver it. And if they’re not set up to succeed, the strategy never had a chance. 📣 I’m curious—have you experienced this gap? What helped close it in your world? 👇 I’d love to hear what’s worked—or what hasn’t. ♻️ Share this with your network if it resonates. ☝️ And follow Stuart Andrews for more insights like this.

𝐓𝐡𝐞𝐫𝐞 𝐢𝐬 𝐚 𝐰𝐨𝐫𝐫𝐲𝐢𝐧𝐠 𝐏𝐞𝐫𝐜𝐞𝐩𝐭𝐢𝐨𝐧 𝐆𝐚𝐩: 𝟒𝟔% 𝐨𝐟 𝐄𝐦𝐩𝐥𝐨𝐲𝐞𝐞𝐬 𝐬𝐚𝐲 𝐭𝐡𝐞𝐢𝐫 𝐞𝐟𝐟𝐨𝐫𝐭𝐬 𝐠𝐨 𝐮𝐧𝐬𝐞𝐞𝐧 𝐛𝐲 𝐋𝐞𝐚𝐝𝐞𝐫𝐬 ! 📣 A growing number of employees feel like their contributions are consistently undervalued—and it’s not just about recognition, it’s about perception vs. reality. When leaders rely on assumptions rather than awareness, a perception gap opens—and it costs: 📉 It impacts engagement. 📉 It undermines productivity. 📉 And it skews promotions, pay, and growth opportunities. 1 in 5 workers believe they’re more capable than they’re perceived to be — For Gen Z, it’s even sharper: 54% say feedback from managers feels inaccurate or misaligned — This disconnect can define careers—often for the wrong reasons 🎯 Strong development starts with self-awareness—at every level, according to a new interesting research published by The Predictive Index in partnership with Dynata using data 📊 from a survey of 1,000 employees. 📍To help close the perception gap, researchers recommend that HR take strategic actions: ✔️ Make behavioral data core to your culture.  ✔️Be cognizant of different communication preferences, and cater to them when possible, to minimize the chances for miscommunication. ✔️ Running employee experience surveys helps HR understand their employees’ pain points ✔️ Train managers in providing feedback, and refine that training with time.  ✔️ Leadership sets the tone.  ✔️ Use behavioral data, not assumptions, ☝️ 𝙈𝙮 𝙥𝙚𝙧𝙨𝙤𝙣𝙖𝙡 𝙫𝙞𝙚𝙬: I found this research incredibly eye-opening—and deeply validating. It clearly highlights a growing issue I’ve observed in many organizations: the perception gap between employees and their leaders. Nearly half of workers feel misunderstood by their managers, and that disconnect isn’t just about feelings—it’s about missed opportunities, stalled growth, and untapped potential. What stood out to me most is how this gap is especially pronounced among Gen Z, with 54% saying manager feedback doesn’t align with how they see themselves. That’s a huge signal that traditional leadership approaches aren’t keeping pace with the evolving workforce. I truly appreciate how this research emphasizes the critical role HR can play in closing this gap—by helping organizations leverage behavioral data to better understand, support, and develop their people. Thank you 🙏 The Predictive Index researchers team for these insightful findings: Mike Zani Matt Poepsel, PhD #PerceptionGap #feedback #engagement #GenZ ———————————— ♻️ Share to empower HR professionals and elevate excellence in 2025! 💡 Follow Nicolas BEHBAHANI for more insights on HR, People Analytics & the future of work!

A 2-minute chat with a delivery executive taught me more about leadership than any business book. 'Do you enjoy your job?' I asked while waiting for my food. His response? 'I love it.' Not because of the pay or perks. But because his manager treats him like a human, not a KPI. He shared how his current manager not only checks in on his work but genuinely cares about his family and health, always asking how they can make his work easier. This was a stark contrast to his previous job, where managers only focused on pointing out mistakes. It struck me that leadership isn’t about complex strategies. It’s about how you treat people. A simple check-in, empathy, or even a small acknowledgment can make a huge difference. When people feel valued, they don’t just work harder, they become passionate contributors who care about the success of the company. The most powerful leadership tool isn’t a performance review; it’s human connection. When was the last time you asked your team about their lives, not their targets? #leadership #teambuilding #employeeengagement

If our front line workers are not influencing up, we have a continuous improvement problem. The best ideas and insights come from those who are on the front lines of the business therefore their valuable perspectives MUST be heard. Most companies still have a hierarchal structure which means that front-line workers are tasked with influencing up! Simply put, this means communicating effectively with their managers to gain their support or persuade them to see things from their perspective. In a rigid hierarchical structure, this can be difficult as front line workers can have limited direct access to senior leaders and may have to pass their ideas or concerns through multiple layers of management before they reach the top. All this 'red tape' and associated delays can frustrate people to the point that they just stop trying. We also see (unfortunately) that hierarchies can create power differentials between managers and their direct reports. Managers with unchecked power and ego can create a work environment where employees feel intimidated and fearful. If any of this resonates with you, you may be interested in knowing that there are numerous ways to turn this around. Lean thinking helps a lot here! 💡 If restricted communication is the problem- simply make it a priority to spend more time with people (by going to the Gemba, facilitating daily huddles, holding Kaizen events, organizing regular town hall meetings or hosting Q&A sessions with senior leaders, where employees at all levels can directly voice their ideas and concerns. 💡 If power dynamics is an issues, why not try something like reverse mentoring: Pair senior leaders with junior staff in mentoring relationships where the junior employees share insights and feedback. This can help flatten perceived power imbalances and promote mutual respect. Leadership training is also vital in reducing these issues. 💡 If there are cultural barriers, work on promoting a culture of openness: Actively foster a workplace culture that encourages questioning and exploring ideas. Visual boards can collect people's ideas for further exploration. 💡 If psychological safety seems low, train and coach all leaders to develop psychological safety in their teams. Create team agreements between leaders and teams that clearly conveys behaviours that are out and behaviours that are in (like raising concerns and suggest improvements). 💡 If slow decision-making is an issues, streamline approval processes: simplify the decision-making process by reducing unnecessary steps and empowering more employees to make decisions at their level. Keep trying until you find ways to hear front-line workers voices loud and clear to the point that they are informing continuous change and improvements every day for better decisions and a more inclusive workplace. #lean #leanthinking #continuousimprovement #employeeengagement #inclusion #frontlineworkers #leadership

Disengaged teams kill productivity and profits. Your leadership questions can change everything. 8 years ago, I pursued a professional coaching certification to be a better leader. It has changed the way I lead. I still see very competent leaders telling their staff what to do. It is very easy to just tell and correct. Trust me, over time it kills drive and creative thinking. That's how you develop corporate zombies. Today I work with leaders and teams to help them enhance team engagement. A highly engaged team drives high performance. So there's 10 types of coaching questions I have put together to help leaders improve team engagement. 10 types of coaching questions leaders use, to improve team engagement 1️⃣ Open-Ended Questions → Encourage expansive thinking and prevent "yes" or "no" answers. → Example: "What are some approaches you think we could take to achieve this goal?" 2️⃣ Clarifying Questions → Ensure understanding and encourage deeper exploration. → Example: "When you say the timeline is tight, what specific challenges are you anticipating?" 3️⃣ Reflective Questions → Help the team member assess their own thoughts or actions. → Example: "How do you think your approach impacted the team's outcome?" 4️⃣ Empowering Questions → Build confidence and ownership of decisions. → Example: "What resources or support would help you feel confident moving forward?" 5️⃣ Goal-Oriented Questions → Focus on objectives and desired outcomes. → Example: "What would success look like for you in this role?" 6️⃣ Challenge Questions → Push boundaries and encourage innovative thinking. → Example: "What if we approached this problem from an entirely different angle?" 7️⃣ Feedback-Oriented Questions → Invite constructive input and foster two-way communication. →Example: "What’s one thing I could do differently to better support you and the team?" 8️⃣ Future-Focused Questions → Encourage forward-thinking and vision-setting. →Example: "Where do you see this project or our team a year from now?" 9️⃣ Performance-Based Questions → Evaluate current work and identify areas for improvement or celebration. → Example: "What do you think went well in your last project, and what could have been improved?" 🔟 Solutions-Focused Questions → Guide team members toward actionable steps and creative solutions. → Example: "What options do you see for addressing this challenge?" Leadership isn't about having all the answers. It's about asking the right questions. Start your team's transformation today. ♻️ Share this to help leaders ask the right questions. Follow Adeline Tiah 謝善嫻 for content on leadership culture and future of work.

As a former Senior Director at L'Oréal, here's 5 of my best practices to lead high performing teams with excellence: #1: Create unity and togetherness There's nothing more demotivating than feeling like you're working in silo and disconnected with the broader team and vision. Create intentional moments to bring your team together so they understand their impact and can support each other to gain win-win outcomes. #2: Celebrate post-mortems as much as successes Managers often celebrate successes and move onto the next thing so quickly. The real value is in taking time to assess past projects of what could have been done better and what should be maintained. This also allows you and your teams to create best practices more systematically that can transcend other departments. #3: Never be above the work yourself The best way you can support your team is to show them you aren't afraid to get your hands dirty and help them where they're at. It's not about micro-managing but rather showing that you can support them in their roadblocks and empower them to push through without feeling alone in that. #4: Foster a feedback culture The moment your team feels open and safe to share feedback with you, this unlocks many possibilities. You encourage them to speak up, identify opportunity areas and allow them to challenge the status quo. From here, take action on the feedback. This is one of the most effective things you can do for your team. #5: Understand what motivates your team members beyond the work Take the time to ask them questions about what gets them excited? What helps them feel empowered? What helps them feel connected at work? What makes them happy? This allows you to ensure their roles are well aligned with these factors so you continuously keep them highly satisfied and engaged in a customized way. What would you add to the list? #teammanagement #peoplemanager #leadership #leadershipdevelopment

🚨 The Email That Made 200 Employees Panic The subject line read: “We need to talk.” That was it. No context. No explanation. Within minutes, the office air felt heavier. You could hear chairs creak as people leaned toward each other, whispering: 👉 “Did you see the mail?” 👉 “Do you think layoffs are coming?” 👉 “Why would he say that without details?” The silence in the cafeteria was louder than usual that day. Coffee cups stayed untouched, half-filled. Some stared at their screens, pretending to work, but their fingers hesitated above the keyboard. One manager later told me it felt like “a ticking clock in the background you can’t turn off.” What was meant to be a simple one-on-one call turned into an organization-wide anxiety spiral. Productivity dipped. Trust cracked. By evening, HR’s inbox was full of panicked questions. ⸻ 💡 When I stepped in as a trainer, the leader admitted: “I just didn’t think one line could create so much fear.” And that’s the truth: Leaders often underestimate the power of their words. A vague message is like sending a flare into the sky—everyone sees it, no one knows what it means, but everyone assumes the worst. We worked together on Crisis Communication Frameworks: • Lead with clarity: “I’d like to connect regarding Project X progress this Friday.” • Add emotional context: “No concerns—just a quick alignment call.” • Close with certainty: “This will help us stay on track as a team.” The difference? Next time he wrote an email, instead of panic, his team replied with thumbs-up emojis. Calm replaced chaos. ⸻ 🎯 Learning: Leadership isn’t just about strategy—it’s about how you sound in the small moments. One vague sentence can break trust. One clear message can build it back. If your leaders are unintentionally creating chaos through unclear communication, let’s talk. Because the cost of poor communication isn’t just morale—it’s millions. ⸻ #LeadershipCommunication #CrisisCommunication #ExecutivePresence #LeadershipSkills #CommunicationMatters #Fortune500 #TopCompanies #CXOLeadership #FutureOfWork #OrganizationalExcellence #StorytellingForLeaders #LeadershipDevelopment #CorporateTraining #ProfessionalGrowth #PeopleFirstLeadership

Leadership is not just about making decisions, setting goals, or giving orders. It’s about being accessible, transparent, and genuinely open to the voices of your team. When leaders are approachable, they create an environment where people feel comfortable sharing ideas, asking questions, and offering feedback. This openness builds trust, encourages collaboration, and fosters a culture where innovation can thrive. Leaders who make themselves available show they value their team’s contributions. They demonstrate that every voice matters, regardless of role or experience. Trust isn’t built by authority alone. It’s nurtured through respect, understanding, and a willingness to listen to your team’s perspectives. When leaders engage actively, they bridge the gap between hierarchy and authenticity. An approachable leader fosters an environment where communication flows both ways. Trust is built not just through actions but through presence and meaningful interactions. This cultivates an atmosphere where people feel heard, seen, and respected. As a result, employees feel more motivated and develop a deeper sense of purpose in their roles. Approachability helps break down barriers, encouraging employees to speak up, share ideas, and voice challenges without fear of judgment. This leads to a more open, honest, and productive workplace. When leaders are approachable, they unlock potential that rigid authority cannot. They inspire loyalty, foster creativity, and empower teams to take initiative and excel. Trust is built on authentic connections. Leaders who are approachable create these connections, forming a bond of mutual respect within the team. They transform a group of individuals into a united, motivated, and high-performing team, capable of achieving great things together.