A bestselling author and business guru tells how to improve your job satisfaction and performance. In his sixth fable, bestselling author Patrick Lencioni takes on a topic that almost everyone can relate to: the causes of a miserable job. Millions of workers, even those who have carefully chosen careers based on true passions and interests, dread going to work, suffering each day as they trudge to jobs that make them cynical, weary, and frustrated. It is a simple fact of business life that any job, from investment banker to dishwasher, can become miserable. Through the story of a CEO turned pizzeria manager, Lencioni reveals the three elements that make work miserable -- irrelevance, immeasurability, and anonymity -- and gives managers and their employees the keys to make any job more fulfilling. As with all of Lencioni?s books, this one is filled with actionable advice you can put into effect immediately. In addition to the fable, the book includes a detailed model examining the three signs of job misery and how they can be remedied. It covers the benefits of managing for job fulfillment within organizations -- increased productivity, greater retention, and competitive advantage -- and offers examples of how managers can use the applications in the book to deal with specific jobs and situations. Patrick Lencioni (San Francisco, CA) is President of The Table Group, a management consulting firm specializing in executive team development and organizational health. As a consultant and keynote speaker, he has worked with thousands of senior executives and executive teams in organizations ranging from Fortune 500 companies to high-tech startups to universities and nonprofits. His clients include AT&T, Bechtel, Boeing, Cisco, Sam?s Club, Microsoft, Mitsubishi, Allstate, Visa, FedEx, New York Life, Sprint, Novell, Sybase, The Make-A-Wish Foundation, and the U.S. Military Academy at West Point. Lencioni is the author of six bestselling books, including The Five Dysfunctions of a Team. He previously worked for Oracle, Sybase, and the management consulting firm Bain & Company.

In this pathbreaking book, world-renowned Harvard Business School service firm experts James L. Heskett, W. Earl Sasser, Jr. and Leonard A. Schlesinger reveal that leading companies stay on top by managing the service profit chain. Why are a select few service firms better at what they do -- year in and year out -- than their competitors? For most senior managers, the profusion of anecdotal "service excellence" books fails to address this key question. Based on five years of painstaking research, the authors show how managers at American Express, Southwest Airlines, Banc One, Waste Management, USAA, MBNA, Intuit, British Airways, Taco Bell, Fairfield Inns, Ritz-Carlton Hotel, and the Merry Maids subsidiary of ServiceMaster employ a quantifiable set of relationships that directly links profit and growth to not only customer loyalty and satisfaction, but to employee loyalty, satisfaction, and productivity. The strongest relationships the authors discovered are those between (1) profit and customer loyalty; (2) employee loyalty and customer loyalty; and (3) employee satisfaction and customer satisfaction. Moreover, these relationships are mutually reinforcing; that is, satisfied customers contribute to employee satisfaction and vice versa. Here, finally, is the foundation for a powerful strategic service vision, a model on which any manager can build more focused operations and marketing capabilities. For example, the authors demonstrate how, in Banc One's operating divisions, a direct relationship between customer loyalty measured by the "depth" of a relationship, the number of banking services a customer utilizes, and profitability led the bank to encourage existing customers to further extend the bank services they use. Taco Bell has found that their stores in the top quadrant of customer satisfaction ratings outperform their other stores on all measures. At American Express Travel Services, offices that ticket quickly and accurately are more profitable than those which don't. With hundreds of examples like these, the authors show how to manage the customer-employee "satisfaction mirror" and the customer value equation to achieve a "customer's eye view" of goods and services. They describe how companies in any service industry can (1) measure service profit chain relationships across operating units; (2) communicate the resulting self-appraisal; (3) develop a "balanced scorecard" of performance; (4) develop a recognitions and rewards system tied to established measures; (5) communicate results company-wide; (6) develop an internal "best practice" information exchange; and (7) improve overall service profit chain performance. What difference can service profit chain management make? A lot. Between 1986 and 1995, the common stock prices of the companies studied by the authors increased 147%, nearly twice as fast as the price of the stocks of their closest competitors. The proven success and high-yielding results from these high-achieving companies will make The Service Profit Chain required reading for senior, division, and business unit managers in all service companies, as well as for students of service management.

Only 15% of employees worldwide are engaged at work. This represents a major barrier to productivity for organizations everywhere – and suggests a staggering waste of human potential. Why is this engagement number so low? There are many reasons — but resistance to rapid change is a big one, Gallup’s research and experience have discovered. In particular, organizations have been slow to adapt to breakneck changes produced by information technology, globalization of markets for products and labor, the rise of the gig economy, and younger workers’ unique demands. Gallup’s 2017 State of the Global Workplace offers analytics and advice for organizational leaders in countries and regions around the globe who are trying to manage amid this rapid change. Grounded in decades of Gallup research and consulting worldwide -- and millions of interviews -- the report advises that leaders improve productivity by becoming far more employee-centered; build strengths-based organizations to unleash workers’ potential; and hire great managers to implement the positive change their organizations need not only to survive – but to thrive.

Chapter 1: Understanding Employee Engagement Jammy: Hello, Canny! I'm excited to have this candid conversation with you about employee engagement. It's a crucial topic that can truly make a difference to any organization's success. Canny: Hi, Jammy! I'm eager to learn more about employee engagement. I've heard it's essential for keeping employees happy and motivated at work. Jammy: Absolutely, Canny. Employee engagement refers to the emotional connection employees have with their work and the organization they work for. It's more than just job satisfaction; it's about how committed and passionate employees are towards their roles and the company's goals. Canny: That sounds important. But what drives employee engagement? Jammy: Great question, Canny. Several factors contribute to employee engagement. Firstly, supportive leadership plays a crucial role. When leaders communicate effectively, show appreciation, and involve employees in decision-making, it fosters a positive work environment. Canny: I see. So, a positive work environment is essential. What else? Jammy: You're right, Canny. Another critical factor is employee development. When employees feel that their skills are valued and they have opportunities for growth, they become more engaged. Also, recognition and feedback go a long way in boosting engagement. Canny: I can understand that. But how can organizations measure employee engagement? Jammy: Good question! Employee engagement can be measured through surveys and feedback mechanisms. These tools help organizations understand how employees feel about their work, their level of satisfaction, and areas that need improvement. Canny: That's interesting. And what are the benefits of having highly engaged employees? Jammy: There are numerous benefits, Canny. Engaged employees tend to be more productive, innovative, and less likely to leave the company. They also contribute to a positive company culture and improved customer satisfaction. Canny: That's impressive! How can organizations improve employee engagement? Jammy: There are various strategies, Canny. Communication is key, and leaders should ensure transparency in their interactions. Providing opportunities for skill development and recognizing employees' efforts can have a significant impact too. Canny: I can see how these steps can make a difference. But what about challenges in maintaining employee engagement? Jammy: Excellent point, Canny. Challenges may arise due to factors like poor communication, lack of recognition, or unclear goals. Feedback on these issues promptly and continuously seeking feedback can help overcome these challenges. Canny: Thanks for clarifying that. I'm curious; does employee engagement differ across different industries or company sizes? Jammy: Yes, it does, Canny. Employee engagement can vary based on industry, company culture, and organizational structure. However, the fundamental principles of fostering engagement remain applicable across all types of organizations. Canny: This has been so insightful, Jammy. I'm grateful for all these valuable insights about employee engagement. Jammy: You're welcome, Canny. Remember, employee engagement is an ongoing process, and organizations should continuously invest in creating a positive work environment to keep their employees engaged and motivated. Key Takeaways: Employee engagement is about the emotional connection employees have with their work and the organization. Supportive leadership, employee development, recognition, and feedback are essential factors in driving employee engagement. Measuring employee engagement through surveys and feedback helps identify areas for improvement. Highly engaged employees lead to increased productivity, innovation, and customer satisfaction. Organizations can improve employee engagement through effective communication, recognition, and growth opportunities. Challenges in employee engagement can be overcome by addressing issues and seeking continuous feedback. While engagement may vary across industries, the principles of fostering engagement apply universally.

Successfully grow your business and improve customer and employee happiness with this New York Times bestseller book written by the CEO of Zappos. As the CEO of one of Fortune Magazine's "Best Companies to Work For," Tony Hsieh knows that keeping people happy is the key to professional growth and harmony. It might sound crazy, but Hsieh believes that we can prioritize company culture, make money, and change the world. In Delivering Happiness, he shares the tools of the trade he's learned in business and life, from starting a worm farm to running a pizza business, to working at Zappos–a company so impressive that Amazon acquired it for over $1.2 billion. Fast-paced and down-to-earth, Delivering Happiness shows how a different kind of corporate culture is a powerful model for achieving success, and concentrating on the happiness of those around you can dramatically increase your own.

Who will lead your workforce during rapid change? Gallup research reveals: It’s the manager. While the world’s workplace has been going through historic change, the practice of management has been stuck in time for decades. The new workforce — especially younger generations — wants their work to have deep mission and purpose. They don’t want old-style command-and-control bosses. They want coaches who inspire them, communicate with them frequently and develop their strengths. Who is the most important person in your organization to lead your teams through these changes? Decades of global Gallup research reveal: It’s your managers. They are the ones who make or break your organization’s success. Packed with 52 discoveries from Gallup’s largest study of the future of work, It’s the Manager shows leaders and managers how to adapt their organizations to rapid change — from new workplace demands to the challenges of managing remote employees, the rise of artificial intelligence, gig workers, and attracting and keeping today’s best employees. Great managers maximize the potential of every team member and drive your organization’s growth. And they give every one of your employees what they want most: a great job and a great life. This is the future of work. It’s the Manager includes a unique code to take the CliftonStrengths assessment, which reveals your top five strengths, as well as supplemental content available on Gallup’s online workplace platform.

The Handbook presents comprehensive and global perspectives to help researchers and practitioners identify, understand, evaluate and apply the key theories, models, measures and interventions associated with employee engagement. It provides many new insights, practical applications and areas for future research. It will serve as an important platform for ongoing research and practice on employee engagement.