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When employees are on the frontlines every day, most managers assume they already know a lot. But there are pieces of information that only leaders have, and too many companies do a lousy job of sharing that information with everyone who needs to know about it.
Consider this: one of our studies drawn from our employee survey data analyzed the strategic awareness of more than 30,000 employees. Specifically, those surveyed were asked whether they could articulate their organization’s strategic goals. This is foundational to success because if your people don’t know where they’re headed, how the heck are they supposed to get there?
Our study revealed these three disturbing findings:
Finding #1: Only 34% of employees said they could articulate the goals.
Finding #2: When we told this to CEOs many of them said, “Really, 34%? That’s better than I would’ve thought.”
Finding #3: When we asked the 34% that said they COULD articulate the strategic goals to ACTUALLY articulate those goals, 51% of them got it wrong.
It’s scary to hear so many leaders react positively when learning that two thirds of employees can’t articulate the organization’s strategic goals. But even scarier are the only 17% of employees who can clearly articulate their organization’s strategic goals. Given all this, it’s easy to understand why so many employees look at a situation and come to a radically different conclusion than do their leaders about what needs to happen next.
And the root cause of this is not obtuse employees who are incapable of understanding our sophisticated goals. It’s something much simpler: too many leaders don’t communicate effectively, and too many leaders aren’t sharing all the necessary facts.
Great leaders, what we call 100% Leaders, give lots of information that is built around the facts. And they create strong communications with employees using the right levels of connection and challenge. That’s why they get better results than do leaders who are Intimidators, Appeasers and Avoiders.
Learn more about what kind of leader you are and discover what the world’s greatest leaders have in common by attending our special 4-part webinar series “What Great Leaders Do Differently“.
Mark Murphy is Founder & CEO of Leadership IQ, a top-rated research and consulting firm that delivers employee engagement and leadership development to the world’s most successful organizations and their leaders.
Mark leads one of the world’s largest leadership and goal-setting studies, and his work has appeared in such publications as the Wall St. Journal, Fortune, Forbes, Bloomberg BusinessWeek, U.S. News & World Report and the Washington Post. Mark has also been a featured guest on programs including CBS News Sunday Morning, ABC’s 20/20, Fox Business News and NPR.
Mark’s training and surveys have yielded remarkable results for organizations such as Harvard Business School, Aflac, Charles Schwab, Microsoft, IBM, MasterCard, Merck, MD Anderson Cancer Center, FirstEnergy, Volkswagen and Johns Hopkins.
Mark’s best-selling books are backed by rigorous research and offer leaders clear and actionable solutions. His most recent book, Hiring for Attitude, was featured in Fast Company, The Wall St Journal, and chosen as a top business book by CNBC. Some of his other titles include the international bestseller, Hundred Percenters: Challenge Your People to Give It Their All and They’ll Give You Even More, and HARD Goals: The Science of Getting From Where You Are to Where You Want to Be.
As a former turnaround specialist, Mark’s work has revolutionized how we view the link between leadership and bottom-line results. He was awarded the prestigious Healthcare Financial Management Association’s “Helen Yerger Award for Best Research” for being the first person to discover the link between layoff strategies and patient mortality rates. For his work in saving financially-distressed hospitals, he was a three-time nominee for Modern Healthcare’s “Most Powerful People in Healthcare Award,” joining a list of 300 luminaries including Hillary Clinton and George W. Bush. Some of his other groundbreaking research studies include “Are SMART Goals Dumb?,” “Why CEO's Get Fired,” “Why New Hires Fail” and “Don’t Expect Layoff Survivors to Be Grateful.”
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