Tag: gallup poll

How will you pursue your better self?

So many of us are not deliberate or intentional about our own professional development.  Maybe it’s fear, maybe its complacency, or a little of both.  No matter what the reason(s), all are unacceptable.  Rather than go with the flow we should routinely stretch our boundaries and push out of our comfort zone.

Legendary leadership guru, John Maxwell, said it best, “The smallest crowd you will ever lead is you – but it’s the most important one.  The first person we must examine is ourselves.  If you don’t look at yourself realistically, you will never understand where your personal difficulties lie.  And if you can’t see them, you won’t be able to lead yourself effectively.”

My personal advice…focus on the present.  Don’t put off today what you should have started yesterday.  Do something today that your future self will thank you for.  When you’re constantly focused on the future you’re actually much less productive in the current moment.  No one can control the future BUT what you do today will influence it.

future self

My personal request…take action and repeat.  When was the last time you read a book about professional development?  When was the last time you listened to a Podcast for learning?  When was the last time you sought out a mentor?  How about video TedTalks?

Discover untapped abilities by working toward your full potential; never stop growing into your better self.  Be a driving force that contributes to your future self!

Please share your thoughts in the comments section below as I learn just as much from you as you do from me.

The greatest compliment I can receive is a referral from readers.  Please SHARE my blog with your network.  Thanks for not keeping us a secret!  

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Is job tenure a thing of the past?

It’s safe to say that workforce trends have shifted over the past decade and especially after the last recession. Today there seems to be more of a self-oriented nature to the workforce and, along with it, job-hopping. Ryan Kahn, a career coach and founder of  The Hired Group, says that “job hopping is replacing the concept of climbing the corporate ladder.”

Let’s look at the numbers. According to the Bureau of Labor Statistics, the average number of years that young employees (ages 20-34) have been with their current employer is 2.3 years.

Why is that?shutterstock_19393759

It must be that younger people are lazy or that they have no loyalty. Sound about right? While these seem to be reasonable reactions, I am here to tell you they are not. From my point of view, recent trends in job tenure or lack thereof, are not a product of laziness or a millennial mindset. Rather, the root cause of today’s abbreviated job tenure might very well rest on the employers and not the employees.

The past recession had employers scrambling to do “more with less.” And while this approach may have worked amid an economic crisis, operating the same way today is proving disastrous. Organizations and management hesitant to invest in their culture and employee engagement might just be the springboard of today’s transient workforce.

It’s no wonder the vast majority of U.S. workers (70 percent) are not engaged at work, according to Gallup’s State of the American Workplace Report. Simply put, too many employers are doing “business as usual.” I say, wake up and evolve with the times! It’s not that companies need pool tables, nap rooms, and Google-like amenities. Instead, try inspiring and leading the younger generation in meaningful ways. Some areas to shed light on are the following:

Today’s up-and-coming workforce is less position-focused and more purpose-focused. Rather than promotions in title only, assign side projects that stretch their human development. Be sure to provide routine feedback throughout the process. Also, the corner office is not so much a coveted item these days. Instead, the younger workforce desires open communal settings where they can collaborate and celebrate with their peers.

The next generation of talent is looking to work “towards” something and not just “on” something. Redefine your organization’s vision statement. Make it a crusade toward something bigger than any one person, like how your product/service influences the lives of many. Even if you manufacture widgets, you can still tie into the vision how they make a positive impact on people.

The next generation of movers and shakers do not want to work “under a manager” – they want to work “under a mentor.” The old days of “telling” employees what to do is being replaced with “asking” employees what they think they should do. Asking questions instead of advising or telling will cause employees to think, create answers they believe in and motivate them to act. Essentially, this moves individuals from mere compliance (job-hopper symptom) to sheer commitment.

My closing advice to the managers reading this: Exhausting precious time and energy on attempts to control situations and/or other people is futile. Focus on what you do control. Hire people most aligned with your vision. Invest in your culture. Open up the communication and make active listening part of every interaction.

I believe that until management figures this out and adapts, job-hopping will be the norm – or at least it will be in their organization.

What will you do today to move your employees from compliance to commitment?

The greatest compliment I receive is a referral from ecstatic readers and valued friends.  Please SHARE my blog with your network.  Thanks for not keeping us a secret!  

Follow me on Twitter @JimCarchidi

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Leadership Coaching Philosophy: The Employee Engagement Effect

What impact does employee engagement have on organizational performance?  The contents of this paper will highlight Gallup’s State of The American Workplace Report, analyze the impact of engagement on performance, and evaluate what leaders can do to make improvements.  I hypothesize that employee engagement is the single biggest driver in organizational and individual performance.  Additional information will address how leadership can adopt a coaching style management philosophy to take employees from sheer compliance to unwavering commitment.

It is my position that employee engagement is largely influenced not so much by the work that one does but rather by the leadership he/she works under.  The purpose of this paper is to point out a direct correlation between individual/organizational performance and coaching style management.  Using Gallop’s State of the American Workplace report I will build the case that organizational leadership/management is both the problem and the solution.

Gallup’s State of the American Workplace Report

Gallup’s 2013 report surveyed Americans holding full-time jobs and found that 70% of us are not engaged at work.  Incredibly, over the past decade of polling, the numbers have largely gone unchanged.  The research also shows that bad managers are creating active disengagement costing the U.S. an estimated $450 billion to $550 billion annually. (Jim Clifton 2013)

Defining employee engagement

Employee engagement is commonly defined as an investment of physical, cognitive, and emotional energy into their work roles or tasks.  Researchers have established that employee engagement has a direct correlation to organizational commitment. Therefore, engagement is a leading factor to increased employee commitment and job performance.

Importance of Leadership

It has been suggested that leadership is one of the most important factors that influences employee engagement.  Bosses, management, leadership; whatever employees label them – they are the biggest obstruction or builder of engagement.  Essentially, the personnel you place in management might be the single biggest decision you make regarding organizational performance.

Supporting and Coaching Employees

A strategy that organizations can implement to increase employee engagement is supporting a coaching management philosophy.  This is a strategy by which managers spend a portion of their time meeting each team member for one-to-one coaching conversations.  The session is a time for the manager to take off their “chief-problem-solver” hat and asking probing questions.  The more the manger listens the more fine-tuned his/her questions become; and the more engaged the employee becomes.  The end result, employees turn from mere compliance to sheer commitment and invest more into driving their own performance.


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The Coaching Management Philosophy:

In this new edition of the Vistage podcast series, Vistage member Dave Nelsen interviews Jim Carchidi, the co-owner and executive vice president of JFC Staffing Companies, a direct hire or temporary placement company. JFC Staffing Companies was originally started by Jim’s parents, who built it from the ground up, and passed it onto Jim, who has also been a Vistage member since 2009. In this discussion, they talk about what makes a good leader and a positive work environment during a time when there are high levels of employee dissatisfaction.

Listen to the Vistage Podcast: The Coaching Management Philosophy: Jim Carchidi of JFC Staffing

Happy Employees Lead to Happy Customers
Jim’s company was chosen as one of the best places to work in Pennsylvania, based entirely on anonymous feedback from employees (versus companies submitting an application). They have also been named to Inavero’s Best of Staffing Client List, indicating that happy employees leads to happy customers. A recent Gallup poll states that about 70% of the American workforce is not engaged, and Jim finds this to be an “epidemic.” To him, having a happy, enthusiastic workforce is just as important as having a satisfied customer.

The Coaching Management Philosophy
According to Jim, leaders need to learn to take the “chief problem solving hat off” and really listen to the input of their employees. Employee success equals company success and often they see things that someone with a big picture scope — like a coach on a football field — might not see as clearly. Listening to people needs to be personal, and management can’t try to take on the tasks of fixing everything single-handedly. A company is a team, and the leaders are the coaches.

The Power of Communication
Jim’s staff endeavors to be high-tech, as well as high-touch, ensuring that the use of today’s technologies doesn’t hinder personal interaction between human beings. He stresses that management communication sessions every month are vital to ensure continued improvements in employee performance. “It is unfair to rely on the annual review as the only time to give and get feedback about performance and management style,” he says, “not only for the employee who might be garnering criticism that comes seemingly out of left field, but also for the employer, who may have had to tolerate a full year of sub-par performance.” Communication, he stresses, is key, particularly face-to-face communication.

Express the Goals of the Company
One of the things Jim learned from a Vistage speaker was to articulate the grand scheme, long-term visionary ideas for their company, and to involve his employees in the development in the implementation of those ideas. He was taught to send a letter outlining the goals for the company to his employees home, where their families might also read it and get involved.

Jim Carchidi is the Co-Owner and Executive Vice President of JFC Staffing Companies.

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Why Controlling Situations & People Doesn’t Work…and What Does

What is your 2015 outlook? Maybe you want to learn new things, thrive at work, make positive contributions, and build lasting relationships.  This all sounds great but let’s be real, “How can you possibly control future outcomes?” This is somewhat of a trick question.  We try to control as many things as possible, believing that doing so will increase our chances of success.  The truth is that there are only three things we have any real control over:

  1. Our actions
  2. Our reactions to situations and people
  3. Our thoughts, beliefs, and attitude

Exhausting precious time and energy on attempts to control situations and/or other people is futile.  This year, if you really want to write your own destiny, practice self-regulation.  What is this?  It is control over the actions we take and the decisions we make. When you take the right actions, say the right things, and demonstrate the right attitude; good things happen. Be mindful and stop trying to control the things you can’t.  Focus on what you do have 100% control over – you.  The higher your level of self-regulation, the greater likelihood you will make 2015 a success.

The greatest compliment I receive is a referral from ecstatic readers and valued friends.  Please SHARE my blog with your network.  Thanks for not keeping us a secret!  

Follow me on Twitter @JimCarchidi

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How to make 2015 an Epic Failure!

strat·e·gy – noun  – A plan of action or policy designed to achieve a major or overall aim, method or plan chosen to bring about a desired future, such as achievement of a goal or solution to a problem.

“What is my company strategy?” 

It’s not an event or a day; but rather an ongoing effort designed to foster the level of interaction, trust, and cooperation that enables employees and customers to achieve great things together.

“What is my strategy?”

It’s not enough that you merely execute the company strategy.  You must commit to reinventing your very own best practices for supporting it.  Your ability to execute is interdependent with the ability of your team/department which is interdependent with the ability of the organization.  The seed of our success lies within you.

So ask yourself, “How is my strategy supporting the big picture of 2015?”  

The greatest compliment I receive is a referral from ecstatic readers and valued friends.  Please SHARE my blog with your network.  Thanks for not keeping us a secret!  

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Businesses appear to be at a critical tipping point in their ability to maintain engagement.

According to Gallup, 70% of American workers are not engaged. They estimate that these disengaged employees cost the U.S. between $450 billion to $550 billion each year in lost productivity.

A 2012 Towers-Watson Global Workforce Study found that 52% of employees either do not trust or are unsure about their level of trust in their leaders.

What is meant by engagement?

Engagement is about creating an emotional connection between employees and their work so that they want to put in the extra effort.

How can it be measured against profitability?

Countless studies have shown a clear correlation between high levels of employee engagement and improved operational and financial results.

A Company’s #1 Asset; Their PEOPLE!

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EPIC FAILURE: Today’s Management

What can management do today to make their people more valuable than they were yesterday?

To manage is so 20th century. In today’s business climate you must integrate coaching into your repertoire. Gone are the days when you could simply direct individuals on what to do. Now we must also serve as coach. In this role you are no longer telling, you are now asking.

Currently, 30% of the U.S. workforce is engaged in their work, and the ratio of engaged to actively disengaged employees is roughly 2-to-1, meaning that the vast majority of U.S. workers (70%) are not reaching their full potential…” Jim Clifton, CEO at Gallup, The State of the American Workplace Report

What’s the benefit of using open ended, probing questions instead of advising or telling an employee what she needs to do? Quite simply, coaching questions cause the other person to think, to create their own answers, and ultimately motivate them to act on their ideas. Asking questions, rather than dictating orders, moves the employee beyond passive acceptance of the necessary action(s) to take. It prompts the employee to apply their creative ability and generate potential solutions to the issue at hand.

Once coaching is integrated into your managing style it will redefine the relationship between you and your people. Think about it. When you are managing, you tell them the answer; but when you are “asking” questions, they become part of the answer. Coaching communicates their value as an equal influence in creating viable solutions.

Warning: You must make a fundamental mind shift from solely focusing on what’s going on to why it’s going on. As awkward as it may feel, park your agenda at the door and allow your direct report to focus on what they want. With coaching, the conversations are not about your thoughts, your input, and what you think will work. Instead you must start listening, really listening, to the other person.

The more you listen, the more you see how capable they are.

The more you ask, the more they will grow – and so will you!




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Mind-blowing Facts About Employees

Towers-Watson Global Workforce Study found that 52% of employees either do not trust or are unsure about their level of trust in their leaders.

The Deloitte Global Human Capital Trends study (2500+ organizations) found that the #2 issue we face (78% of business leaders rate urgent or important) is retention and engagement.

According to Gallup’s State of The American Workplace study, 70% of American workers are not engaged. Even more troubling is that workplace engagement levels have hardly budged since Gallup began measuring them in 2000, with fewer than one-third of Americans engaged in their jobs in any given year.

A published study by Duke University found that more than 40% of the actions employees perform each day are not actual decisions; but habits.

P.S.  Build employee engagement by bridging their trust in leadership who can coach them into formulating the right habits.  Your employees, whether you admit it or not, are your biggest concern.

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“The single biggest decision you make in your job — bigger than all of the rest — is who you name manager.” – Jim Clifton CEO, Gallup

Employee Engagement: Why 7 in 10 Employees Are Against You

Human Resource Professionals of Central PA (0644)

Educational Program


Length of Program:            1.00 hours

Date of Program:                 May 27, 2014

Title of Program:                 Employee Engagement: Why 7 in 10 Employees Are Against You

Specific Credit:                     General

Presenter:                               James M Carchidi, CSP –

Executive Vice President, The JFC Staffing Companies

Summary of Presentation:

“The single biggest decision you make in your job — bigger than all of the rest — is who you name manager. When you name the wrong person manager, nothing fixes that bad decision. Not compensation, not benefits — nothing.” – Jim Clifton CEO, Gallup

Take into account Gallup’s latest State of the American Workplace Poll. It found that a whopping 70% of the nation’s employees are disengaged at work. Disengaged employees make costly mistakes. Disengaged employees also lead to disengaged customers. The domino effect is disastrous for HR and their organizations.

In this interactive presentation participants will be shown compelling evidence for the importance of turning managers into coaches; using conversational questions and taking employees from mere compliance to unwavering commitment.

You will learn the benefit of using coaching questions instead of advising or telling in a management role. See how questions hold the power to cause us to think, create answers we believe in, and motivate us to act on our ideas. Learn how “asking” moves us beyond passive acceptance of what others say, or staying stuck in present circumstances, to aggressively applying our creative ability to the problem.

The coaching approach will force conversations with employees to become less about your thoughts, your input, and what you think will work. You start listening-really listening-to the other person. And that’s where the magic happens: the more you listen, the more you see how capable they are, how much they can do with a little encouragement, and what wonderful solutions they can discover on their own. The more you ask, the more they grow and commit to the solution.

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