CEOs have two levers they pull on a regular basis to influence their organizations. The first lever adds to, or takes away from, strategic intentions. The second one controls the hiring of key talent to ensure that the right people are in the right seats.
Levers work well for many of the factors that impact business success; but one area–employee engagement–resists “leveraging.” Even after a decade of trying, organizations as a whole have made little progress on improving employee engagement. Disengagement still stands at about 70 percent, the same as when Gallup first started publishing data on the topic in the late ’90s.