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The study of the "12 elements" actually began in 1999 with the publication of "First, Break All The Rules". Social scientists were gathered to examine the 1 million employee interviews then in its database. They looked to find which survey questions...and therefore which aspects of work...were most powerful in explaining workers' productive motivations on the job. Ultimately 12 elements of work emerged as the core of the unwritten social contract between employee and employer. Through their answers to the dozen most important questions and their daily actions that affected performance, the million workers were saying... "If you do these things for us, we will do what the company needs of us." And the 12 elements came out of this. Behind each of these 12 elements, is a fundamental truth about human nature on the job. The correlations between each element and better performance not only draw a roadmap to superior managing; they also reveal fascinating insights into how the human mind, molded by thousands of years of foraging, hunting, and cooperating within a close-knit and stable tribe, reacts in a relatively new artificial world of cubicles, project timelines, corporate ambiguity, and constantly changing workgroup membership. HUGE INSIGHT --People were not created to fit corporate strategies, nor have they evolved to do so. --Rather than contest these facts, the most successful managers harness the drive, virtuosity, and spirit that come with employing humans, even as they understand the inevitable chinks in their armor. "Wars may be fought with weapons, but they are won by men. It is the spirit of men who follow and of the man who leads that gains the victory" -General George S. Patton --Sometimes in rallying the troops, front-line managers matter more than senior leaders. Hardworking supervisors who care can motivate even the most cynical employees. --Great managers drive bottom-line results not only while improving the lives of their employees, but precisely BECAUSE they improve their lives! "No general can fight his battles alone. He must depend upon his lieutenants, and his success depends upon his ability to select the right man for the right place" -Phillip Armour PRESENTLY --Now the Gallup database, from which the "12 elements" are drawn, exceeds 10 million employee interviews. --The explanations now draw on a wealth of insights from brain-imaging studies, genetics, psychology, behavioral game theory, and other scientific disciplines. When combined, these discoveries shout that one of the dumbest things companies do is to try to make their "human resources" more productive while fighting what makes them human. --They also demonstrate that great managing is not some amorphous, "difficult to quantify" concept. --The data gives a clear image of what is most important for inspiring people to do what the company needs of them. AN OVERVIEW OF THE 12 ELEMENTS Knowing what is expected Materials and equipment Opportunity to do what I do best Recognition and praise Someone at work cares about me as a person Someone at work encourages my development My opinions seem to count A connection with the mission of the company Coworkers committed to doing quality work A best friend at work Opportunities to learn and grow Pay, an element unto itself! 3 TYPES OF EMPLOYEES ENGAGED employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. NOT-ENGAGED employees are essentially "checked-out". They are sleepwalking through their workday; putting in time, but not energy or passion, into their work. ACTIVELY DISENGAGED employees are not just unhappy at work; they are busy acting out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish. |
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