The Three Most Important Things Research Has Discovered in the Last Few Years about Successful Organizations

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Gallup, originally a public opinion polling company from the 1930s, has been gathering data on the U.S. and global workplace for 50 years. Their combination of reputation for independence and quality, as well as their unrivaled database of workplace data, has allowed them to mine significant conclusions about what matters in organizations. Three of the most salient discoveries of the last several years, right up through 2021, relate to the criticality of 1) employee engagement, 2) organizational purpose, and 3) coaching as the single most productive activity a manager can do. In fact, there are likely not three more powerful causative variables for success than these three.


Why does employee engagement matter? Engaged employees are far more productive and the work they do tends to result in greater performance, particularly around outcomes that are most important to the organization. They also tend to be more resilient in the face of challenges, have a greater sense of their own efficacy, are able to work with less direct supervision, manifest a more internalized sense of accountability, and are more likely to feel that they are an important part of the organization. Unfortunately, 50 years of research by Gallup suggests that only about a third of employees in the U.S. regularly display behaviors associated with “engagement.”

Fortunately, there are traits and behaviors associated with engagement, which can be observed in both employees and leaders. They include things such as intentionality, planning, collaboration, internalized motivation and accountability, resilience, and a tendency to play to strengths to get the job done—including accepting challenges that stretch one’s capabilities. Engaged workers are also comfortable working for extended periods without supervisor feedback, but do not hesitate to request input when they believe the boss might have an insight that would be helpful. In other words, they don’t reach out to a supervisor for approval or permission, they reach out for support.


It’s widely accepted that culture plays a powerful role in determining how people in organizations behave, but we rarely talk about an organization’s purpose in the context of its success. While there are many cultural values that support the achievement of strategic objectives and operational KPIs, purpose turns out to be at the top of the list, as reported by Gallup in the fall of 2021.

This trend has been at play for years, but the pandemic has accelerated a seismic shift in how people, both employees and consumers, feel about purpose in the companies they work for and buy from. In fact, majorities of both millennials (now the single largest consumer group in the U.S.) and Gen Zers, evaluate alignment in values as an element of buying decisions and there is a growing expectation that companies don’t just deliver a quality product at a fair price, but that the world is, in some way, better off because the company is in business. And, as Gallup notes, unlike their Gen X and Boomer elders, younger employees have no compunction about publicly protesting their own companies if they feel leadership is failing to meet ethical obligations. One might argue that the flip side of businesses abandoning any pretense of loyalty or commitment to their employees has freed employees of any sense of obligation to the company—even to the extent of protecting an employer’s public image. A genuinely purpose driven culture is one powerful way for management to address that challenge.

This notion of “net-positive” organizations, in which all stakeholders benefit directly and the collective “we” benefits at least indirectly, while aspirational, is becoming part of how both internal and external stakeholders evaluate institutions.


Gallup recently used AI algorithms to process millions of personnel data files and interviews and what they discovered is that the single, number one most important thing managers can do to support success in their employees is to engage in regular coaching.

“Gallup has discovered — through studying what the best managers do differently — that great managing is an act of coaching, not one of directing and administrating.”

In fact, coaching is so powerful that Jim Clifton, Gallup Chairman, recommends getting rid of all performance rating activities and shifting to regular, goals based coaching conversations. Yes, this would be a transformational cultural and operational change for most organizations, but the performance outcomes would be greater than from any other single initiative an organization could pursue.

So, if you are in a leadership role, the evidence suggests that engagement, purpose, and coaching should be on your list of prioritized initiatives regardless of the nature of your organization. If you want to engage in transformative change that generates game-changing results, you know where to start.

If you’d like to talk about transformation, reach out to us at the Transformation Collaborative™, and we’ll help you plan for a relevant, robust, and sustainable future.

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