Reflections on how leaders can use data to build stronger, more human workplaces
Gallup’s State of the Global Workplace: The Voice of the World’s Employees is an annual research-based report that offers a global pulse check on how employees are doing—and how leaders are (or aren’t) showing up to support them.
Each year, I look forward to this report. Not just because it's data-driven, but because it reminds us of something we can easily forget in the busy-ness of business:
Work is human. And leadership is about people.
In our speed-driven, ever-connected world, we often forget to pause and ask: Are we creating work environments where people can truly thrive—ethically, collaboratively, and humanely?
The 2024 report offers several data-backed insights that, if embraced, can reshape how leaders guide their teams and organizations. Below, I share the key findings that stood out to me—and my own thoughts on what they mean in practice.
1. The Manager-Employee Relationship Matters—A Lot
Gallup Finding: 70% of the variance in team engagement is attributed to the manager.
Why it matters:
Employees don’t leave companies. They leave managers. Great managers build relationships grounded in respect, trust, and a genuine understanding of individual strengths.
My take:
- Relationship-building isn’t just a buzzword—it takes time, intention, and curiosity.
- Managers need to know who their people really are: their motivations, personalities, learning styles, and career goals.
- Are you taking quiet, undistracted time to align on expectations—with your team and with yourself?
2. Goals and Feedback: The Fundamentals Still Aren’t a Given
Gallup Finding: Great managers set clear goals and provide meaningful, regular feedback.
Why it matters:
Clarity leads to motivation. Feedback leads to growth. Yet many leaders avoid both.
My take:
- I’ve lost count of how many employees I’ve met who have no formal goals—or who’ve never had a real feedback session with their leader.
- Feedback shouldn’t be feared. It’s how we build trust and clarity.
- As Ken Blanchard said: “Catch people doing things right.” It’s just as important as pointing out areas for growth.
3. Hire Leaders, Not Just Technicians
Gallup Finding: High-performing organizations hire and develop managers with a talent for engagement and coaching.
Why it matters:
We often promote based on technical skill—but that’s not what builds strong teams.
My take:
- Leaders don’t "do" the work; they enable others to do it better.
- We need to prioritize hiring and developing managers who can communicate, listen, coach, organize, and inspire.
- Without these human-centered skills, technical expertise only takes you so far.
4. Engagement Starts on Day One
Gallup Finding: Highly engaged organizations embed engagement into every phase of the employee experience—from hiring and onboarding to coaching and performance.
Why it matters:
A strong start builds long-term engagement.
My take:
- The phrase “hit the ground running” is misleading. It's often code for “we’ve hired you—now figure it out.”
- Thoughtful onboarding, clear expectations, and coaching support must be built in, not assumed.
- When employees say, “I wasn’t set up to succeed,” it’s not just sentiment—it’s a symptom of a broken process.
5. Wellbeing Isn’t a Perk. It’s a Responsibility.
Gallup Finding: Effective leaders visibly support employee wellbeing—both in work and in life.
Why it matters:
Healthy, supported employees bring their best selves to work—and stay longer.
My take:
- I’ve seen major improvements here, especially in larger organizations.
- Programs like EAPs, mental health webinars, and financial wellness resources are becoming the norm.
- But support can be as simple as checking in—really checking in. Ask how someone is doing, without an agenda. That’s leadership.
6. Engagement Impacts Everything
Gallup Finding: Engaged teams have fewer safety incidents, lower turnover, higher productivity—and more satisfied customers.
Why it matters:
The ROI of engagement is crystal clear.
My take:
- This isn’t just a nice-to-have. It’s the difference between a struggling team and a thriving one.
- Even in high-pressure, complex industries like healthcare or manufacturing, these principles apply.
- The key is deliberate, long-term investment in leadership development and people-first strategy.
Final Thought: Lead With Humanity
Gallup puts it plainly:
“Effective leadership drives employee engagement by creating a culture of trust, support, and purpose—which improves both individual wellbeing and organizational performance.”
In other words, this is about people—not productivity alone.
The challenge for all of us in leadership roles is this: Will we treat people as human beings, or simply as roles to be filled and metrics to be met?
The answer to that question will define the culture you build—and the results you get.
I’d love to hear how this resonates with your experience. Are these findings showing up in your workplace? Where are you seeing wins—or challenges? Share your thoughts or reach out to meet and discuss.