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Tim Wright and Wright Results Evidence states employees who engage fully in their functions are more productive, generate greater revenue, and increase customer loyalty. Employees becoming engaged combines with those positive results to resolve issues such as patient satisfaction and employee retention. The Gallup Organization's Q12 Survey measures employee engagement by asking employees 12 questions. Since its inception in 1997, the survey has surveyed more than 4 million individuals. The baseline results: 29% of employees are actively engaged in what they do, 55% are not engaged, and 16% are actively disengaged. Translation: typically less than 1/3 of an organization's employees are contributing fully to the organization's success. "...Gallup research
shows that the overwhelming contribution to the organization’s success is produced by engaged employees and that actively disengaged employees actually reduce the performance of the organization in the
aggregate." As an engagement and performance expert, I have worked with clients all over the healthcare industry: hospitals, medical practices, nursing homes, home care agencies, health systems, and a variety of health care associations. Visit the Our Clients list to see whom I've had the pleasure of serving. The Gallup research, which is most extensive, and as many as seven other major studies (Towers Perrin, Blessing White, Corporate Leadership Council and others), all indicate the most significant driver of employee engagement is the employee's relationship with his/her manager. The familiar statement "people join companies but people leave supervisors and managers" is proven by research. The manager is the key player in stimulating and continuing employee engagement. The absence of engagement is traceable to an uninspiring, disinterested, and/or ineffective manager. That results come from performance and performance comes from engagement is old news. That managers are the engagement catalysts now becomes clear. Wright Results focus in the past year (of 5 years' serving the healthcare industry) has lasered to the leaders and managers of organizations. I want to help build and maintain a Culture of Engagement within hospitals, medical practice, and long-term care facilities. Culture that is intentional and lasting does not flow up through an organization. It is, instead, designed, implemented, and nurtured from the top leaders. It is then carried and carried out by managers and supervisors. The pool of managerial talent is draining and evaporating. The drain comes from the just-begun retirement exodus of Boomers. First members of the largest generation in the work force turned 60 in 2006. The number exiting the workplace – and their populous manager positions – will increase over the next 10 years. The time-plus-resources cost to up-train their replacements will be significant. The managerial pool is evaporating as there are fewer individuals of typical management age – 25 to 45 years old – than are (and will be) needed. Estimates are that this age segment will decrease by 15% between ’98 and ’08, while economic growth will have increased -- by as much as 25% -- the need for managers. These changes in the managerial population of the healthcare industry has motivated my development and concentration on two distinct services/products:
“Tim’s program recharged
my attitude and helped me realize that my attitude can make or break my team. Tim definitely recharged my creative cells and gave me what I needed to get my positive attitude back.”
Take a tour of our site to see how we can help you and your teams build If you’re especially interested in the Culture to Engage Retreat click here. Click here to subscribe to our Culture to Engage, Spirit to Perform ezine! Click here to read some Articles and Tips!
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