The Worst Leader

The worst leader who commits is to turn an employee who cared about everything into an employee who no longer cares about anything.

The leader who is fighting for creativity and ideas, quick to charge his team in the event of a mistake and quick to earn the privilege for himself in the event of something positive. 

His work style makes the work environment toxic and promotes mistrust as the employee feels suffocated and under siege. 

Many officials rely on the theory of sowing terror, intimidation and hypocrisy to achieve their goals. These unprofessional behaviors is not considered an effective way to encourage the employee, but on the contrary they worry the employee and do not make him do his job with all the concentration and creativity and make his only concern is to do what he was asked to do not increase and no decrease and usually they work only when they see the administrator. When you have an administrator who treats you with respect and helps you learn and develop skills and protects your back, you will most likely offer your best creations and stay in the company for a long time.

In the case of a bad official, you are looking for the first chance to leave. 

The official is professional when he knows how to achieve his goals and those of his team and the company at the same time. Achieving the goals depends first on the method of desire, i.e. to make the employees love the work he does in the event of the presence of the official or his absence and to feel that he is a human being and not a machine and is part of the company and the fate of the company is also linked to his career. The company won't keep good employees if they have a bad administrator. 

A good administrator is undoubtedly one of the best incentives to keep talented employees.

Employee Engagement

An engaged employee is a person who is fully involved in, and enthusiastic about, his or her work.

The truly engaged employees are attracted to, and inspired by, their work (“I want to do this”),

committed (“I am dedicated to the success of what I am doing”),

and fascinated (“I love what I am doing”).

Engaged employees care about the future of the company and are willing to invest the discretionary effort – exceeding duty’s call – to see that the organization succeeds. 

Engaged employees are emotionally connected to the organization and cognitively vigilant.

Does EMPLOYEE ENGAGEMENT ReALY SERIOUS?

The Gallup Management Journal publishes a semi-annual Employment Engagement Index.

The most recent U.S. results indicate that:

o    1-Only 29 percent of employees are actively engaged in their jobs.

o     These employees work with passion and feel a profound connection to their company. People that are actively engaged help move the organization forward.

o    2-Fifty-four percent of employees are not engaged.

o    These employees have essentially “checked out,” sleepwalking through their workday and putting time – but not passion – into their work. These people embody what Jack Welch said several years ago. To paraphrase him: “Never mistake activity for accomplishment.”

o    3-Seventeen percent of employees are actively disengaged.

o    These employees are busy acting out their unhappiness, undermining what theirengaged co-workers are trying to accomplish.

o     

The survey also indicated that on a country-by-country basis, the percentages of highly engaged, moderately engaged, and actively disengaged employees varied considerably.

Mexico and Brazil have the highest percentages of engaged employees, while Japan and Italy have the largest percentages of disengaged employees.