As a consultant to several restaurant, retail, and grocery brands, I have the opportunity to present employee survey findings to executive teams almost 50 times a year. This has provided some unique opportunities for casual data collection based on meeting observations. Through my observations, I have come to realize a great predictor of growth—not only related to employee engagement, but also to the business in general—is how the team responds to their data and commits to action. Whether those teams know it or not, they’re demonstrating many of the qualities of a “growth mindset”—a principle made famous by Carol Dweck.
It’s unfortunate, but most of us have been there: working a job that leaves you uninspired, unfulfilled, and eventually looking for something more meaningful. On the opposite end of the spectrum, many of us have been fortunate enough to find jobs that feel less like daily grinds and more like careers that tap into our true passions. And if you think back to those jobs that fall into the latter category, chances are they all have one thing in common: high-performing managers.
Lazy. Entitled. World champions of participation with trophies to prove it. A lot of unfavorable (and unfair) labels get thrown around when discussing millennials. And if you’re an HR professional, those labels may raise some alarms about what that means for you over the coming years.
More and more, successful brands are coming to understand the relationship between employee engagement and customer loyalty. Brands with strong employee engagement better manage turnover, increase customers’ likelihood to recommend and improve comp sales. Not only do customers feel the difference, but in fact there is a direct link between highly engaged employees, highly loyal customers and financial performance.