Page 87 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times
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74B RE-ENGAGE
Positive Comments
There were also these very positive observations about the confidence-
building impact of competent leaders who are sure of their direction
and strategy:
: “ABC Company’s senior leadership always seems to have clear goals
and a well-defined strategy to achieve these goals.”
: “This is a great company to work for. Our leaders are effective,
they communicate goals well, and they stay the course. I have
worked for other restaurant companies in the past whose yearly
goals changed every quarter.”
: “Even new employees straight out of school are given the opportu-
nity to propose new directions to the company, and are given direct
support from executives at the company in pursuing those direc-
tions. The company encourages every employee to take ownership
for the company’s direction by giving everyone the ability to change
the company’s direction.”
: “As a long-term employee, I have enjoyed being part of the changes
implemented by our current leadership. Longtime issues are being
addressed, and I understand their vision for the future.”
Senior Leadership and the Tipping Point of 150
The two engagement drivers that had the largest drop in engage-
ment scores as employee population increased were having trust and
confidence in senior leaders and feeling valued for one’s contributions, both
factors that are strongly influenced by senior leaders. We would argue
that company headcount growth puts even greater pressure on leaders
to make sure they are (1) perceived as being trustworthy, (2) are taking
the organization in the right direction, and (3) are providing the right
resources to help employees feel valued and be successful.
Growth Company A
In 2006 Company A was recognized as one of the top Best-Places-
to-Work employers (in the medium-size category) in its market. At