Raising Employee Engagement Brings A 9% Increase In Operating Profits

Great but how do I make that happen? You start by shifting employee attitudes and to be more specific your attitude which is far and away the biggest single item that will determine your ability to get along with others, define what plans you will make and how you will execute those plans. The results of engineering this shift is well researched, for every 1% improvement in employee engagement you can see up to a 9% improvement in operating profit[1] .

Thankfully building a great attitude is a skill set than can be learnt and developed, allowing you to get significantly more out of life and business. Your positive attitude, or lack of, is what attracts or repels the people you come into contact with, and nowhere is this truer than in sales and customer service. We have all encountered the condescending, rude and/or fully disengaged sales person, these are examples of the negative engagement we encounter every day and unfortunately, too often found in our own businesses.

To take your engagement and your business to the next level you need to know three things:

  1. That a positive attitude is the result of deciding to have one;
  2. It will only work for you in direct proportion to the effort (learning, training, practicing and consistent application) you put into it;
  3. That attitude, both good and bad is highly contagious. As such when you develop and role model a positive and engaged attitude you lead others towards the same.

Do you have a positive attitude (most like to think they do, but, in fact do not)? Most do not understand that their lack of positive attitude and disengagement is keeping them from their own goal achievements.

Crafting a progressive attitude, and resetting your goals based on it will raise yours and others engagement levels and excel you towards the accomplishments you are hoping for.

Thanks for reading

Gerry L. Wiebe, Founder | President

[1] Sources: Gallop, US Bureau of Labor Statistics, IES & Towers Watson.

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