Breaking the cycle of limited engagement and performance

Every year we see over $500B in lost productivity due to one main issue – which is connected to people and how we interact and lead.

Gallup’s annual survey on engagement at the workplace has identified employee engagement continuously around 30%, which means about 70% of today’s US workforce is either passively or actively disengaged (in other words “checked out”).

According to GALLUP, engaged employees look like this and have the following impact on an organization:

“Gallup categorizes workers as “engaged” based on their ratings of key workplace elements …, such as having an opportunity to do what they do best each day, having someone at work who encourages their development and believing their opinions count at work. …. Engaged employees are involved in, enthusiastic about and committed to their work. …Employee engagement is strongly connected to ….productivity, profitability and customer engagement. Engaged employees drive the innovation, growth and revenue that their companies need” –, Feb. 8, 2016 –

Engaged employees have a positive multiplier effect on any organization. The notion that engagement directly correlates with growth and profitability has been confirmed years ago in studies like this published in 1994 by Harvard Business Review related to the Service Profit Chain (see below). In summary:  Leadership directly influences employee satisfaction- and productivity which in turn increases customer satisfaction- and loyalty which ultimately leads to higher profits and growth. As described it is a chain, meaning the steps are connected and it all starts at the top.














How come employee engagement/satisfaction has not improved over the last many years since the numbers came out? How come despite many well intended initiatives, leadership seminars, courses and books on leadership, these numbers have not improved for the benefit of corporations and their employees?

In my opinion there is one area that has been underestimated – that is the power of “homeostasis” of the human mind. Homeostasis meaning a system “standing still”, “staying the same” according to Webster, or in others words “staying in the comfort zone”.  People/Leaders change, when they make the decision to change, not when they are told to.

 “You can not teach a person anything, you can only help them find it within themselves” – Galileo Gallilei

Here is where coaching can make a real difference and bridge the gap between Management and Leadership.

Coaching is a behavior change process that develops people “from the inside out” by working with them to shift mental paradigms and stretch their belief boundaries. Performance is usually consistent with our beliefs. We all have developed many times unconscious beliefs about:

  • Who we are
  • What we are capable of
  • What level of rewards we deserve

Coaching supports people in expanding their unconscious boundaries.









Treat people as if they were what they ought to be and you help them become what they are capable of being” – Goethe –


Let’s train leaders to Build People instead of managing problems!

5 Coaching tips for leaders & free E-Book


With increased competition for resources, labor and market share, organizations are racing to find, develop and retain the best. Leading companies know that winning takes smart, dedicated people who are willing and able to work hard and work smart.

The good news is, you don’t have to rely on superhuman talent. In fact, every organization has what it takes to build a winning edge. You just have to create the workplace environment that unleashes it. And that means you have to focus on developing and encouraging leaders to build people.

Getting Intentional

The right approach and skills have to be developed—and this is just as much about  leaders and managers as it is about the employees they’re coaching. A study by Bersin & Associates found that the organizations that effectively prepare managers to coach are 130% more likely to realize stronger business results.

If you want to help your organization reach its business goals and win the performance race, you need to equip your leaders with the right skills, process and attitude to foster a safe, positive environment that encourages growth and constructive communication.

Here are 5 coaching practices to focus on to create a coaching culture that delivers next-level results:

  1. Ask open-ended questions about goals and challenges.

Instead of asking yes or no questions or discussing baseline expectations, effective coaches engage employees by asking questions to really get to know them and their plans for the future.

  1. Give constructive feedback on a regular basis.

Frequently giving feedback or forward focused information to employees lets them know how they are doing in the moment.

  1. Ensure employees know that you are listening.

Building trust is essential for helping employees and the business succeed. Employees who are struggling with a task or have ideas for improvement will only come forward if they know their voice matters.

  1. Recognize and praise employees when they improve

Put another way, leaders should be reinforcing the behaviors and skills they want to see because that’s what makes people more likely to continue doing them. The most effective coaches are the ones who coach and praise “in the moment.”

  1. Believe employees can grow and improve.

This is one of the most important coaching practices—and often the single factor that separates the winning coaches from all the rest. Leaders who believe mediocrity is all an employee is capable of, will create or reinforce a barrier that the employee won’t be able to break through.

In my opinion winning in today’s challenging business environment starts with an organizational ecosystem that supports coaching.

Some myths and questions swirl around coaching, like “What makes a coach effective?”, or “Do different generations need different coaching techniques?”, “How can I spread the coach-approach throughout my team?”

free E-Book is now available with answers to these important questions and more. It provides an outline for using coaching in the workplace, including:

  • A strong business case for coaching
  • A coaching self-assessment
  • 5 practices of great coaches

The E-Book was put together by our friends at Integrity Solutions. Feel free to request it here and we will be happy to share it with you.

InterKon now Licensed Partner for Integrity Solutions® programs

We are proud to annouce our new alliance with Integrity Solutions® to offer their unique programs.

Our focus will be to support companies in rolling out a coaching leadership culture that builds people and reliefs leaders from managing problems and underperforming team members. Integrity Coaching® is an 8-week team training/coaching program tailored to leaders of all levels who want to broaden their coaching skills for a significant improvement of overall performance, employee engagement and job satisfaction.

Feel free to read more about this topic in our Feb. Newsletter

Link to Feb. 2016 Newsletter – Coaching

Contact us directly:

Please contact us to receive a free consultation on the benefits of team coaching


Key for Change – Internal Drivers

“People will do something – including changing their behavior – only if it can be demonstrated that doing so is in their own best interest as defined by their own values”
Marshall Goldsmith

To realize sustainable change and change in behavior, it is necessary to not only identify the external goal one wants to achieve, but also connect this goal with the true inner motivation. When discovering the inner motivation for pursuing a particular goal, one can better connect purpose and passion.

Purpose and passion are critical because they uncover the emotion which drives forward action. Emotions can trigger action.

By connecting a challenging goal to passion and motivation, a coach allows a client to tap into a new source of energy.

Uncovering the inner motivators and emotional triggers will support goal achievement as now one can change items from a “To Do List” to a “Wanto Do List”.

(curated from Marshall Goldsmith, Executive Coach)

The Cost of Turnover – The Value of Engagement

Minimizing turnover is significantly more cost effective than churning through new hires. In a knowledge-based economy, corporations and products are increasingly specialized, so retaining experience and brain pool does count heavily.

When looking at the cost of turnover one should look at the total cost model. Direct costs and opportunity costs are to be factored in.

Costs to off-board employee
+ Cost to hire replacement
+ Transition costs
+ Costs related to disruption of talent pipeline and dip in motivation

= Total costs of turnover

On average it is estimated that turnover costs are between 150 % – 300% of the base salary of the lost employee.

Performance and Engagement

Over 70 % of the American workforce that goes to work every day is not engaged in their role, according to large scale annual studies (Gallup). Therefore businesses essentially operate at less than 30% of their capacity because team members are not contributing to their full potential. The lost opportunity is immense — but so is the opportunity for growth.

Engaged and fulfilled employees are the building blocks   to every successful organization. They use their talents, develop strong and productive relationships, and multiply their effectiveness through those relationships. They perform at consistently high levels. They drive innovation and move their organizations forward.

Connected leaders can develop engaged employees, create a sense of ownership, common visions and milestones. Connected leaders support key performers in staying focused and to operate contently at their highest levels.

Leadership – The Key Differentiator in Talent Acquisition/Engagement

Anyone who is looking for team members that put the needs of a corporation and it’s customers before their own, should put their team members first.

Top-down management methods have shown to be increasingly less effective as we now live and work in a knowledge-based economy.

Leadership science has shown that democratic-style leaders are better suited in dealing with the complexity and rapid change of today’s business environment. A connected leadership model is focused on fostering high- performance, creative team work, global inclusion and operational excellence.

Developing individual strength and improving performance through a coaching style approach is an ideal way to go from good to great.