Читать книгу Manage to Engage - Pamela Hackett - Страница 13

We're talking about whole workplaces of people and large populations of industries who weren't really there. We were not moving people to do anything special. Is it any wonder that McKinsey touted a change failure rate of 70–80 percent? And according to a Gallup survey, some 60–70 percent of the workforce is underengaged, and, worse still, on average, some 15 percent are disengaged.² Does this actually mean we are operating at 20–30 percent of our people capacity?

And then came a pandemic that changed everything. For better and for worse, business models changed. Operating models changed. Our office space changed. Businesses proved they could create new shift structures, change our health and safety protocols, send large portions of work to people's homes. Even the people whom just weeks prior we pointed to as “difficult to change” changed. The pandemic showed the resilience of people, the hidden heroes among our everyday workers who stepped up. The people we sadly often didn't think about kept our economies, our businesses, our communities, and our homes safe, secure, and with meals on our tables.

We can't waste the moment. It must become a movement. We must remember the sheer force of change that took place during the COVID-19 pandemic. And to do that, we cannot let our workplaces slip back into the underengaged, underenthused leaders and teams from where we came.

Imagine what you could do if you flipped the formula. What if 85 percent were engaged? Imagine your productivity, your profitability, and growth. Imagine the challenges your teams would show up to solve? Imagine the world we could create.

Unless these chronically low levels of employee engagement prepandemic, are addressed, the world's economies surely cannot recover, and transformation failure rates will remain as low. Perhaps plummet further. With these statistics, you surely won't achieve the results you want or need in your improvement programs, let alone the transformations you now need to achieve. And now, with people likely fearing the loss of their jobs even more, their neutral feelings about work will provide little foundation to grow from.