Managers help drive organizational performance and productivity through employee engagement and development. Yet, all too often, they fall short on effectively engaging their employees. A 2012 Gallup poll reported that 70 percent of U.S. employees do not regularly feel engaged at work. These unengaged workers experience increased employee dissatisfaction, higher turnover rates, decreased morale, and lowered productivity. This impact is felt more intensely in resource-limited nonprofit organizations, many of which depend upon passionate individuals to overcome tight budgets.
Managers that overcome these challenges raise employee engagement levels, improve overall productivity, lift employee morale, and can be classified as superior engagement managers (or SEMs). SEMs convert employee potential into organizational productivity. They heighten talent recruitment and inspire current staff by employing specific leadership traits, such as making decisions with integrity and clearly communicating their messages of improvement. Approximately 10 percent of individuals possess all of the traits that define a SEM, and when placed in mid-manager roles, these SEMs outperform their peers by up to 48 percent.