A great piece from Gary Hamel's Wall Street Journal blog on Management. How would you feel about a physician who killed more patients than he helped? What about a police detective who committed more murders than he solved? Or a teacher whose students were more likely to get dumber than smarter as the school year progressed? And what if you discovered that these perverse outcomes were more the rule than the exception—that they were characteristic of most doctors, policemen and professors? You’d be more than perplexed. You’d be incensed, outraged. You’d demand that something must be done! Given this, why are we complacent when confronted with data that suggest most managers are more likely to douse the flames of employee enthusiasm than fan them, and are more likely to frustrate extraordinary accomplishment than to foster it? Consider the recent “Global Workforce Survey” conducted by Towers Perrin, an HR consultancy. In an attempt to measure the extent of employee engagement around the world, the company polled more than 90,000 workers in 18 countries. The survey covered many of the key factors that determine workplace engagement, including:
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This is the official blog of Ralph Kerle, Chairman, the Creative Leadership Forum. The views expressed are his own and do not represent the views of the International or National Advisory Board members. Tweet ______________________________________________________________________________________