1. Do you think that we may be overemphasizing the manager's role in associate engagement, especially when modern workplaces are set up as cross-functional teams and projects reporting up to different managers?
What if the project or the program manager of the project where I am deputed to work has not effectively established the sense of purpose and meaning?
What if one of the coworkers (does not report to my manager ) who I am really fond of for his skill is totally disengaged. As disengagement is contagious, it is killing my engagement in that project.
I am sure there are other subtle ways that affect associate engagement AND are not in the control of a manager. What do you think?
2. Do you really believe that "People leave their jobs because of the impact managers have on them"? Do we have sufficient data to prove it or to just say that managers are the number#1 cause of employee attrition?
Hello Heidi/Tracy,
Thanks for sharing this excellent article.
I have two questions:
1. Do you think that we may be overemphasizing the manager's role in associate engagement, especially when modern workplaces are set up as cross-functional teams and projects reporting up to different managers?
What if the project or the program manager of the project where I am deputed to work has not effectively established the sense of purpose and meaning?
What if one of the coworkers (does not report to my manager ) who I am really fond of for his skill is totally disengaged. As disengagement is contagious, it is killing my engagement in that project.
I am sure there are other subtle ways that affect associate engagement AND are not in the control of a manager. What do you think?
2. Do you really believe that "People leave their jobs because of the impact managers have on them"? Do we have sufficient data to prove it or to just say that managers are the number#1 cause of employee attrition?