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THE FUTURE OF your organization and the potential of your employees are intertwined; their destinies are linked.
An organization can only become the-best-version-of-itself to the extent that the people who drive that organization are striving to become better-versions-of-themselves. This is universally true whether the organization is a business, a school, a government, a nonprofit, or a sports team. To the extent that a CEO, an executive team, and a group of managers and employees explore their potential as individuals, so too will an organization explore its potential.
The problem is, the great majority of people in the workplace today are actively disengaged. This is the dilemma that modern managers face. To varying extents, people don’t feel connected to their work, the organization they work in, or the people they work with. No single factor is affecting morale, efficiency, productivity, sustainable growth, customer intimacy, and profitability more than this disengagement.
Disengagement. Is an employee 85 percent engaged? 60 percent engaged? 50 percent engaged? Or worst of all, have they decided to “quit and stay”? You do the math. What does your payroll amount to? If on average your employees are 75 percent engaged, disengagement is costing you 25 percent of your payroll every month in productivity alone. The real cost to your business is of course much higher when you take into account how disengaged employees negatively affect your customers and every aspect of your business.
It has been almost forty years since Peter Drucker observed the single greatest error and deception of our accounting system: people are placed in the liability column on the balance sheet. Machinery and computers are categorized as assets and people as liabilities. The reality, of course, is that the right people are an organization’s greatest asset. We may have acknowledged this truth in theory, but we have not allowed it to sufficiently penetrate the way we manage our organizations, and indeed, the way we manage the people who drive them.
It’s not that we don’t want to engage the people who work with us and for us. In most cases it seems that we simply have not found a practical, efficient, and affordable way to do it.
The Dream Manager concept provides a revolutionary way of reversing this crippling trend toward disengagement and demonstrates how organizations large and small can actively engage their people once again, thus creating a competitive advantage of monumental proportions.
In the past, companies have battled over price, quality, quantity, customer service, operational excellence, and product leadership. In the coming decades, we will witness the next great corporate battle—the war for talent. The battle may seem to be raging already to some, but in truth it is only just beginning.
BusinessWeek reports that, over the next ten years, 21 percent of top management and 24 percent of all management jobs across all functions, regions, and industries will become vacant. Add to this trend an aging population, a shrinking workforce, and a growing intolerance for the illegal immigrant population that provides much of the unskilled labor in the United States today, and you have a talent and labor crisis of enormous consequence across all disciplines—from the highly skilled to the completely unskilled.
But it is not enough simply to hire the right people. The ability to attract, engage, and retain talent will be the number one strategic objective of every successful modern leader and organization.
A football coach’s number one priority is to attract, develop, nurture, organize, and motivate the franchise’s talent. Coaches and team owners are intimately aware that the future success of their organization depends on the talent they attract, engage, and retain. Finding and nurturing talent is their number one priority. Why should the priorities of a CEO or manager be any different?
A company’s purpose is to become the-best-version-of-itself.
The next question is: What is an employee’s purpose? Most would say, “to help the company achieve its purpose,” but they would be wrong. That is certainly part of an employee’s role, but an employee’s primary purpose is to become the-best-version-of-himself or herself. Contrary to unwritten management theory and popular practice, people do not exist for the company. The company exists for people. When a company forgets that it exists to serve its customers, it quickly goes out of business. Our employees are our first customers, and our most influential customers.
A person’s purpose is to become the-best-version-of-himself or herself.
Finding a way to create an environment that helps employees become the-best-version-of-themselves, while at the same time moving the company toward the-best-version-of-itself, may seem impossible to many; to others, these purposes may seem diametrically opposed; but in reality, they are astoundingly complementary.
This is the story of how one leader and his executive team set out to transform a business by actively engaging a disengaged workforce.
The secret revealed within this story unveils the very core of what drives us as human beings, not only at work, but in every arena of our lives. So whether you are the CEO of a large corporation or the leader of a small department, the principal of a school or a football coach, a parent grappling with the dynamics of teamwork within your family or an employee just looking to make sense of the work you do every day . . . you are about to discover something that will change your life forever.
by Matthew Kelly
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The Dream Manager is a business parable about how companies can achieve remarkable results by helping their employees fulfill their dreams.
Managing people is difficult. With disengagement and turnover on the rise, many managers are scratching their heads wondering what to do. It's not that we don't dream of being great managers, it's just that we havent found a practical and efficient way to do it. Until now . . .
The fictional company in this remarkable book is grappling with real problems of high turnover and low morale -- so the managers begin to investigate what really drives the employees. What they discover is that the key to motivation isn't necessarily the promise of a bigger paycheck or title, but rather the fulfillment of crucial personal dreams. They also learned that people at every level need to be offered specific kinds of help and encouragement -- or our dreams will forever remain just dreams as we grow dissatisfied with our lives and jobs.
Beginning with his important thought that a company can only become the-best-version-of-itself to the extent that its employees are becoming better-versions-of-themselves, Matthew Kelly explores the connection between the dreams we are chasing personally and the way we all engage at work. Tackling head-on the growing problem of employee disengagement, Kelly explores the dynamic collaboration that is unleashed when people work together to achieve company objectives and personal dreams.
The power of The Dream Manager is that simply becoming aware of the concept will change the way you manage and relate to people instantly and forever. What's your dream?
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Author description goes here...
Product Type Media Books
Author Matthew Kelly
Book Format Hardcover
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