The Leader Magazine

SEP 2016

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F E A T U R E A R T I C L E 32 SEPTEMBER 2016 what sports can teach us about engagement and performance by Leigh Stringer and Steve Henigan W e suffer today from chronic ay e suffer today from chronic from chronic disengagement. ent. disengagement. According to Gallup surveys, 65 to g According to Gallup surveys, 65 to to Gallup surveys, 65 to 70 percent of American workers are considered 70 percent of American workers are considered n 70 percent of American workers are considered workers are considered "not engaged" or "actively disengaged" in their vely "not engaged" or "actively disengaged" in their disengaged" in their work, meaning they are emotionally disconnected work, meaning they are emotionally disconnected emotionally disconnected from their workplaces and less likely to be and less likely to be productive. Similar levels of disengagement are els productive. Similar levels of disengagement are of disengagement are found in Europe and all over the world. This ll found in Europe and all over the world. This over the world. This has a direct impact to the bottom line as engagement has a direct impact to the bottom line as engagement has a direct impact to the bottom line as engagement e has a direct impact to the bottom line as engagement bottom line as engagement affects quality, creativity, staff attraction and affects quality, creativity, staff attraction and affects quality, creativity, staff attraction and affects quality, creativity, staff attraction and y, affects quality, creativity, staff attraction and affects quality, creativity, staff attraction and staff attraction and retention, health benefi t costs and customer fi retention, health benefi t costs and customer t costs and customer satisfaction. We all know it's a problem. The satisfaction. We all know it's a problem. The w satisfaction. We all know it's a problem. The it's a problem. The question is, what can be done about it? Inter- be question is, what can be done about it? Inter- done about it? Inter- estingly, many leaders have turned to the sports have estingly, many leaders have turned to the sports turned to the sports industry to fi nd a solution. industry to fi nd a solution. ion. industry to fi nd a solution. lessons from sports ts lessons from sports lessons from sports For the last 45 years, strength coaches, rs, For the last 45 years, strength coaches, strength coaches, athletic trainers, physical therapists, physiologists, athletic trainers, physical therapists, physiologists, athletic trainers, physical therapists, physiologists, al athletic trainers, physical therapists, physiologists, therapists, physiologists, psychologists, nutritionists and others have nists psychologists, nutritionists and others have and others have been studying how we can push minds and can been studying how we can push minds and push minds and bodies to the limit. The business of sports is bodies to the limit. The business of sports is e bodies to the limit. The business of sports is business of sports is big business, and it clearly pays to have athletes arly big business, and it clearly pays to have athletes pays to have athletes engaged and performing at their highest level, ng engaged and performing at their highest level, at their highest level, game after game. So, are there lessons from game after game. So, are there lessons from re game after game. So, are there lessons from there lessons from sports that apply to real estate and workplace l sports that apply to real estate and workplace estate and workplace from the the from the fi eld to the o fi eld to the the boardroom: room: boardroom:

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