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The Last Mile of Employee Engagement is the Hardest to Travel

Last Mile Visual

(X)Matters wrote about IT, but the “last mile” to employee engagement is also shaky at best!

Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers.

Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why?

In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement.

We borrowed “the last mile” from the telecoms business, and the metaphor is apropos. Towards the end of the last century, huge investments were made to upgrade communication networks to fiber optic cable, which massively improved the speed with which messages could flow over a network. The biggest stumbling block to delivering this tremendous consumer benefit, however, lay in the old copper wire that connected the final network junction box to the consumer’s home. Switching all those “last mile” connections would have been prohibitively expensive, so the potential for fiber optics to transform a consumer’s entertainment options was less than promised.

These same stubborn, old connections exist in the front ranks of your employees, too. It takes a long time for a senior manager’s vision and transformative leadership initiative to work its way down and embed itself into the mindset of the people who actually have to carry it out. The larger the organization, the harder it is to keep the new idea’s momentum up through six or seven layers of management down to where the action is. To keep the telecom metaphor going: Just as a game of Telephone results in the original message being garbled by the people in the middle, so a vision that seems crystally clear when it leaves the executive suite can find itself completely transformed by the time it wends its way down to the shop floor or store front.

Teach frontline leaders how to lead.

Organizations that appreciate how hard it is to traverse this last mile put a lot of effort into transforming frontline managers into frontline leaders. These companies invest in leadership training for junior managers and supervisors, rather than hoping that senior management leadership habits filter down organically through the chain of command.

Much has been made of how the online retailer Zappos, or Southwest Airlines for that matter, keep their employees so focused on the strategic mission, and understand their role in it. But both companies are models to explore: They sweated out the details of how to make employee engagement a habit within the organization. They put development programs in place to reinforce the right behaviorial mindsets (habitualizing the right sort of behavior within each job.)

It doesn’t just apply to consumer-facing employees, though. We have clients in oil production and biotech that are actively driving this “aligned, passionate action” mindset into their production teams, too, with strong results.

They embedded this mindset in the hiring process, too (especially Zappos) to better match the person to the job. And onboarding also gets a lot of focus.

You cannot count on a strong message maintaining its strength through all the hierarchical filters a large organization contains without actively pushing it all the way through. You cannot let up, but maintain the pressure every day as an organizational priority to make sure the mission is understood, and internalized by those who actually have to carry it out.

  • In what ways does your company successfully get communication and other engagement initiatives all the way out to the public storefront, the sales person on the street or phone, and the person making the widgets?
  • In what way have you seen that engagement effort fail?
  • How could that failure been fixed, looking from where you sit in the matrix?

 

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[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

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[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

How Can Your Words Build or Break Trust With Co-Workers?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

The Lemonade of Employee Turnover

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Google Survey Connects Workplace Flexibility to Morale – No Surprise There!

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Employee Engagement is a Two-Way Street

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

You Will Not Engage Every Employee – Nor Should You

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Make August Your Personal Rejuvenation Month

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

The Unbiased Opinion is a Myth. Discard It.

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Time to Act Civilly at Work? Professor Porath Says It Pays Off.

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

When Motivating Employees, Do Words Get In the Way?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

How to Sell Senior Executives on the Value of Talent Development

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Temporary Project Teams Need Scaffolding to Work Well

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

To Manage or To Lead – That is the Question

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Break Conversational Habits to Break Out of Ruts

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Schedule that “Thirdly Review”!

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Make Spring Fever a Productive Force at Work

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Change Happens Inside Out – Driven By Middle Managers

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Hiring Outsiders Costs Money. Save it by Investing in Human Development.

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

How Quickly Does Your Culture Sub-Optimize New Talent?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

How Do You Fix a Jerk at Work?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Valentines Day Marks the Halfway Point in Q1 – How Are Your Leadership Resolutions Fairing?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

More Grist for the “Why Are Employees Not Engaged” Chat Mill

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Dave Tighe Joins Writers on LinkedIn as Employee Engagement Expert

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Leadership Tips for Kicking Off 2015

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

In 2015 Employee Engagement Will Look Like It Did in 2014…and 2013…

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Employee Engagement Must Address Professional and Personal Performance Factors

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

January Leadership Advice Deluge has Begun! Resist the Urge to Read It All.

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

McKinsey Offers Evidence: Senior Executives Still Struggle With Leadership Habits

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Happy Holidays from Bovo-Tighe!

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

2014 is Done – Time to Kick-Start January

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Sweat the Small Stuff Says Rory Sutherland in a TED Talk – This is What Bovo-Tighe Does for You

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Happy Thanksgiving from Bovo-Tighe

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Just Twenty Working Days ‘Till Christmas – What Can You Get Done???

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Defend Human Development Investments Strategically

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Be Great to Work With

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Leaders Must Still Manage. You Don’t Get Off That Hook!

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

It Takes Time to Change Employee Habits – And Lots of Support.

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Employee Recognition – Easy to Say, Hard (it seems) to Do

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Misguided Advice from Monster about Aspiring to a Leadership Role

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Honda Waigaya and Outward Bound – Lessons in Patient Leadership

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Master the Art of Questioning (and Listening) to Better Raise Productivity

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Kick-Start Your Team’s Productivity Push for Autumn

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Leaders Master the Art of Questioning to Raise Employee Engagement

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Halogen Software Offers Sample Comments for Performance Reviews. We Disapprove!

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Asking Silly Questions Makes You Smarter

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Employee Engagement is Personal, So Personalize Your Approach

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Maslow’s Hierarchy and Employee Engagement – Make the Connections!

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

The Case of the Market Basket CEO – Leaders Who Care Get Strong Employee Support

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Leaders: Spend More Time Leading People and Less Time Doing Stuff

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Take Steps to Run Better Meetings – Walk While You Talk

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Confident Leaders Keep Arrogance at Bay With a Dose of Humility

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Employee Engagement is Really Simple – But Does Take Energy and Focus

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Great Leaders See Themselves as Others See Them – And Engage Better

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Sayonara June! Hola July! Time for Mid-Year Resolutions.

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Leaven Your Positive Leadership Outlook With Real-World Negativity – Pursue the Truth!

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Reset Your Leadership Mindset for the Next Six Months

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Great Leaders Make Life Better for Their Followers

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Defend No Process – Defend the Mission Against Old Processes

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

How to Maintain Workplace Productivity During the Summer Vacation Season

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

A More Productive Mindset for Work in Six Steps

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

A Great Set of Productivity Tips – Read This Instead of Facebook at Lunch Today

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Honor the Last Full Measure of Devotion on Memorial Day

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

As a leader, you will get angry – How you handle that anger is critical to team productivity

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Middle Managers Can All Lead – If You Show Them How

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Never Assume: Pursuit of Truth Makes Decision-Making Better

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

We Love the Energizing Month of May

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Transformational Leadership Skill Spring Shape-Up

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Still Pushing Employees to the Brink: A bad habit from the Great Recession.

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Toyota Agrees: Machines Don’t Innovate – People Do.

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Leadership Development Gaps Expose a Lack of Strategic Commitment

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

“Overnight” Organizational Change Takes Great Long-Term Leadership

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

A “Lucky Seven” Set of Tips for the Freshly Minted Leader

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Does Your Online Presence Promote You?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Leaders Don’t Pick Winners: Develop All of Your Team Members

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

May the Wind be at Your Back this St. Patrick’s Day

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Leadership Lessons for the Ides of March

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Our Foundations of Excellence Refresher

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Great Conversations Build Employee Engagement

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

i4cp Research Isolates Six Key Employee Engagement Factors

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Tap Untapped Talent You Have Already Hired

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Each Great Leader is Unique, But They All Engage

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Bovo-Tighe Supports Shell in Launch of New Gulf Platform

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Annual Performance Reviews Should be the Icing not the Cake

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Resources We Rely On for New Ideas about Employee Engagement

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Machines Don’t Innovate: People Do.

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Hide From Your Manager to Get More Done!

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Leadership Quotes to Get Your Mind Set for February

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Leadership Development Does Not Have to Cost an Arm and a Leg

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Brooke Bovo at TTI Winter Conference: Love Your Clients, Not Your Expertise

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Why Does Leadership Development Fail to Create Great Leaders?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

New Year Resolution: Make a Habit of Your Productive Mindset

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

OSHA Discloses Most Common Workplace Hazards – The List Remains the Same

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Leadership Lessons from Scrooge and the Grinch

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Merry Christmas from Bovo-Tighe

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

McKinsey Highlights Slow Adoption Rate for Intra-Company Social Networks

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Holiday Employee Gifts that Cost Little More Than a Bit of Your Time

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Books to Inspire Great Leaders Include Goodwin’s “Team of Rivals”

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

A Culture of Agility Requires a Commitment to the Pursuit of Truth

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Lean Manufacturing Demands Fully Engaged Employees

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Happy Thanksgiving from Bovo-Tighe

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Rob Markey of Bain and Co.: Employee Engagement Rocks!

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Flexible Job Schedules Can Win Employee Loyalty

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Employee Engagement a Strategic HR Imperative for 2014

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Maintaining Work-Life Balance During the Holidays

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

The Paradox of Employee Engagement: It Works Yet Few Companies Try

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Remember Veterans on Veterans Day with a Heartfelt Thank You

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Defuse the Gunpowder Barrel with Sustained Employee Engagement

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Happy Halloween from Bovo-Tighe!

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Minga Foundation Ups Productivity by Raising Awareness of Personal Motivators

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

How Pessimists Keep Optimists in the Black

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Gallup Employee Engagement Results Not Budging

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Stop Being Nice at Work? Not So Fast!

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Aberdeen Report Finds Competitive Advantage for Companies that Improve Hiring Processes

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Three Leadership Tasks That Unleash Team Productivity

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

What Prevents Teamwork From Adding Value?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

How Can You Make a Vacation From Work Truly Stress-Free?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Time Off is Restorative – Organizations that Don’t Encourage It Lose Out

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Have Employees Track Their Own Successes to Raise Engagement

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

A Quick Cost/Benefit Analysis of Employee Training and Development

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Bovo-Tighe Participates in 2013 CLO Forum

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Labor Day in the U.S.: A Connection to Employee Engagement

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Great Employee Engagement Starts by Asking a Lot of Questions

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Leadership Inspiration for a Hot Day in August

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Employee Engagement Remains Elusive: You Are the Problem and the Solution

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

More Thoughts on the Great Value of Middle Management Leadership Training

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Working from Home Does Raise Employee Engagement, if Done the Right Way

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Define leadership more broadly. Anyone can lead, at any level.

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Engaged Employees Accumulate Business Acumen

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Engaged Employees Honor the Pursuit of Truth – And You Should Value That Trait

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Bovo-Tighe Presents Dole Case Study at HR Star Conference

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Build a Corporate Culture that Embraces Change

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Happy Independence Day

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Celebrating Failure? You Bet! How Else Can You Learn New Stuff?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

CEOs Must Foster Culture Based on People – Not Process

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Gallup Confirms the American Worker Remains Unengaged

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Bovo-Tighe Senior Consultant Steve Eddy Honored at the University of Nebraska

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Is it possible to be overworked and underutilized?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Create Great Leaders in Your Organization

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Retain Talent by Fostering Professional and Personal Growth

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Leadership Starts with Engagement

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Take the Time to Say Thank You to Those Who Died Defending Us

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

When Should You Micromanage Employees?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Leadership in Public Management

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Time to Rehire Yourself?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Of Lollipops and Leadership

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

HubSpot and Netflix Offer Insights on Building Productive Organizational Cultures

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Why We Love May at Bovo-Tighe

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Are Millennials Really Different About Job-Hopping?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Bovo-Tighe and Harvard Business School Are On the Same Page

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Lessons on Leadership from Britain’s Royal Navy

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Raise the Meaning Quotient for Employees to Raise Productivity

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Employees Can Only Manage Their Time if the Organization Lets Them

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Social Media Collaboration is Shaking Up How Employees Engage with Each Other

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Goal Alignment Takes Work and Communication that Counts

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Our Philosophy about the Pursuit of Truth Includes Your Health

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Three Key Drivers of Employee Engagement

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

March Madness is a Leadership Moment

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

May the road rise to meet you on this St. Patrick’s Day.

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

QBQ works well with the Bovo-Tighe Foundations of Excellence philosophy

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Leadership Tales from Top People – Courtesy of LinkedIn

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Marissa Mayer Should Focus on Employee Engagement

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Accelerative Learning Article Now Posted on eZineArticles.com

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Drop Your Information Filters to Boost Engagement with Fellow Employees

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

More Thoughts on How to Engage Employees

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Challenging “Accepted Wisdom” Unlocks Creativity and Productivity

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Quotes that make you think – Are you open to the truths you need to hear?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Passion at Work: Nurturing it Starts the First Day of Employment

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Stephen Covey: A Truly Inspirational Force for Innovation in Human Development

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Summer Thoughts on the Pursuit of Truth

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Employee Dissatisfaction Still the Norm in 2012 – Therein Lies Opportunity!

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Exploring 8 Rules for Creating Passionate Corporate Cultures (Round Three)

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Stop Hating Meetings: Fix Them Yourself!

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

New Bovo-Tighe Article on eZineArticles.com about Better Meeting Practices

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Employees are Consumers of Corporate Culture: They won’t “buy in” until you earn their trust!

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

101 Steps Towards Better Leadership

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Transformational vs. Transactional Leadership: A Worthy Distinction

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

The Cure for Bad Meetings: Pay Attention and Contribute!

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Caring for Your Employees Unlocks Great Productivity

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Leadership Behavior Can Stifle Productivity – Even Unintentionally

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Leadership: Its Trappings Lead Good People Astray

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Information Underload: Bad for Employee Engagement

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Zen and the Pursuit of Truth at Work

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Client News: Shell Sets Record for Deepest Oil and Gas Well

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

How Kingsford Charcoal Taught DuPont a Thing or Two about Employee Engagement

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Bovo-Tighe Client Newsletter – November 2011

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Workplace Time Wasters: Facebook vs. the Two-Martini Lunch

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Dumb Things Bosses Do

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Dumb Things Bosses Do

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Bovo-Tighe Client Newsletter October 2011

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Steve Jobs: A Born Visionary Who Learned to be a Leader

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Old United “Speech” Ad Still Resonates Strongly in the Digital Age

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Power Breeds Overconfidence in Leaders

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Do You Know All the Facets of Employee Engagement?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Coaching for Senior Executives Must Come Up From Subordinates

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Bovo-Tighe’s September Client Newsletter – 2011

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Bovo-Tighe Client Newsletter – Summer 2011

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Presenting at the National Property Management Association Annual Education Seminar

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Bovo-Tighe connects with the HR community at the HR Star Conference

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Book Review: How to be Happy, Dammit!

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Bovo-Tighe Client Newsletter June 2011

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

One-Foot-Out-the-Door Disease is Bad for Productivity

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

How best to make leadership training truly work? Never stop!

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Bovo-Tighe shares a snap-shot of its ongoing work on Alaska’s North Slope

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Leadership: It all starts with you

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Bovo-Tighe Newsletter May 2011

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Bovo-Tighe at the Offshore Technology Conference

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

We applaud our client, the Elizabeth Glaser Pediatric AIDS Foundation, on their Webby Award

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Technoserve extends its initiatives in Africa by leveraging Bovo-Tighe expertise.

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Irrational Decision-Making: Embrace the Human Factor!

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Performance Management Needs to Recover its Mojo

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

A standing ovation for an active client, Technoserve, which helps poor communities thrive worldwide!

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Bovo-Tighe’s March 2011 Client Newsletter

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

The Bombardier Case Study: Successful Commitment to Employee Engagement

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Talent Management: All agree we need it. Few act on it.

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

On Performance Reviews: The Urge to be Better-than-Worst Raises Productivity

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Influence Competence: Effective Employee Engagement Skills Under a New Name

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Talent Management: How It Helps With Crisis Management

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Employee Engagement: Have you thought about ice cream?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Tasked with Corporate Training? Seek Outside Help

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Corporate Communications: Keep an Equal Balance Between Ethics and Achievement

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Changing Corporate Mindsets is the Critical Path to Cultural Change: Now We Have Research to Prove It!

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Bovo-Tighe explores Kazakh Psychologies of Achievement

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Corporate Cultures: Bottom-up change is best.

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Are people truly your company’s best asset? Can you prove it?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Compensation Plans vs Employee Emotion

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Pay-For-Performance versus Full Engagement

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

On Leadership: Would you work for yourself?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Employee Engagement is simply the Foundation for Excellence

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Why doesn’t employee training work better?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Change Management: The entire organization needs to participate

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Fostering Innovation: HR Must Lead the Way

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

About that left brain-right brain split: It doesn’t happen.

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

With Leadership Development: Are We Smarter that Fifth-Graders?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Bovo-Tighe’s January 2011 Client Newsletter

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Corporate Flu Epidemics: What Sort of Infectious Attitudes Do You Spread Around?

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Bovo-Tighe December Newsletter

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Change employee behavior by changing their bad habits.

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Be the first on your block to re-engage your employees.

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

No One Was Ever Motivated by a Meeting

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

No One Ever Improved by Having Their “Performance Reviewed Annually”

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Meetings That Rock!

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Corporate Mission Statements die on Plaques

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

Inhibit Intellectual Growth and Innovation in Your Company

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

How to incorrectly use ‘Management By Objectives’

[caption id="attachment_1096" align="alignright" width="225"]Last Mile Visual (X)Matters wrote about IT, but the "last mile" to employee engagement is also shaky at best![/caption] Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our work with clients, we find that failure happens while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas. Only one third of workers globally succeed in engaging in their job, because the people actually doing the work in each organization never get fully engaged with the vision, and never get their specific role tied to its achievement. We borrowed “the last mile” from the telecoms business, and the metaphor is apropos.

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