July 29, 2025 • 25 mins
Comment on the Show by Sending Mark a Text Message.
The global workplace teeters on the edge of a major shift, and Gallup's State of the Global Workplace 2025 report confirms what many have sensed. Employee engagement has fallen from 23% to 21% in 2024, mirroring the drop seen during COVID-19 lockdowns and costing the global economy a staggering $438 billion in lost productivity.
Surprisingly, the primary driver isn't frontline worker burnout but a significant decline in manager engagement, which fell from 30% to 27%. Young managers under 35 saw their engagement drop by five percentage points, while female managers experienced an alarming seven-point decline. Caught between increasing executive demands and evolving employee expectations, managers are being asked to "square the circle" – achieve the impossible amid constant disruption.
This matters tremendously because 70% of team engagement is directly attributable to the manager. When they struggle, teams inevitably follow suit, creating a devastating ripple effect throughout organizations. The connection between engagement and overall wellbeing is equally clear – half of engaged employees report thriving in their overall lives, compared to just one-third of disengaged workers.
Yet hidden within this challenge lies a transformative opportunity. Gallup estimates a fully engaged global workforce could add $9.6 trillion to the world economy – equivalent to about 9% of global GDP. The pathway to unlocking this potential is surprisingly achievable: providing basic manager training (currently missing for 56% of managers), teaching effective coaching techniques, and implementing ongoing development focused on wellbeing.
Regional variations add fascinating context to the global picture. The US, Canada, Latin America and the Caribbean lead with 31% engagement, while Europe lags significantly at just 13%. Australia and New Zealand boast the highest thriving rates at 56%, contrasting sharply with South Asia's concerning 15%.
As artificial intelligence transforms workplaces worldwide, this pivotal moment demands strategic choices. Will organizations leverage technology to elevate human potential or risk further disengagement? The data makes one thing abundantly clear: the future of work isn't fundamentally about technology – it's about human connection, empathetic leadership, and strategic development of our most valuable resource: people.
If you enjoyed this episode of the Employee Survival Guide please like us on Facebook, Twitter and LinkedIn. We would really appreciate if you could leave a review of this podcast on your favorite podcast player such as Apple Podcasts. Leaving a review will inform other listeners you found the content on this podcast is important in the area of employment law in the United States.
For more information, please contact our employment attorneys at Carey & Associates, P.C. at 203-255-4150, www.capclaw.com.
Disclaimer: For educational use only, not intended to be legal advice.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Have you ever felt like the global workplace is
well teetering on the edge of amajor shift?
Speaker 2 (00:06):
Yeah, like something really monumental is happening.
Speaker 1 (00:09):
Exactly, but it's maybe hard to put your finger on
exactly what it is or you knowwhy.
Speaker 2 (00:13):
Mm-hmm that feeling.
Speaker 1 (00:15):
Perhaps you're sensing it within your own team,
or maybe hearing similarstories from colleagues, even
friends, across continents.
Speaker 2 (00:21):
It's a really widespread sentiment actually,
and the data as we're about tosee today, it absolutely
confirms that intuition.
Speaker 1 (00:28):
That's precisely what we're here to unpack.
Welcome to the Deep Dive.
Speaker 2 (00:31):
Great to be digging into this one.
Speaker 1 (00:33):
Today we're taking a deep dive into an absolutely
crucial document Gallup's Stateof the Global Workplace 2025
report.
Speaker 2 (00:41):
Right, and this isn't just some, you know, dry
collection of statistics.
Speaker 1 (00:44):
No, not at all.
Think of it more like acomprehensive global pulse check
on how employees genuinely feelabout their work and their
lives.
And maybe more importantly,we're going to explore what
these feelings, or maybe thelack of them what that
(01:05):
ultimately means fororganizations and economies
worldwide.
Speaker 2 (01:06):
So our mission in this deep dive Is really to
extract the most importantinsights from this massive study
.
We want to help you quicklygrasp the key challenges, the
opportunities facing leaders andemployees right now.
Speaker 1 (01:15):
And point out some of the truly surprising facts that
well that really stand out onceyou start peeling back the
layers of the data.
Speaker 2 (01:21):
Definitely some surprises in there.
Speaker 1 (01:23):
Okay, let's get into it.
The report opens with a prettypowerful statement from Gallup
CEO John Clifton.
He sets the stage calling thisa pivotal moment for the global
workplace.
Speaker 2 (01:34):
Yeah, and what's truly compelling about that
statement, and maybe a bitunsettling, is his observation
right alongside it.
Speaker 1 (01:41):
Which is.
Speaker 2 (01:41):
That employee engagement is faltering at the
exact time artificialintelligence is transforming
every industry Wow.
He frames it as this definingchallenge for leaders.
You know, will theystrategically use AI to energize
and empower their workforce, oror will they risk seeing their
human capital fall even furtherbehind?
Exactly.
It's a fascinatingjuxtaposition Human feeling and
(02:04):
tech advancement side by side.
That juxtaposition humanfeeling and tech advancement
side by side.
Speaker 1 (02:07):
That juxtaposition is really striking, isn't it?
We're on the cusp of thismassive tech shift, yet the
human element, the veryfoundation of productivity, it
seems to be eroding.
Speaker 2 (02:19):
And the numbers certainly back up this idea of
faltering.
Speaker 1 (02:21):
Yeah, the headline finding is pretty stark.
Global employee engagement fellfrom 23 percent down to 21
percent in 2024.
Speaker 2 (02:29):
Now a two point drop.
It might sound kind ofincremental in isolation.
Speaker 1 (02:33):
That does yeah.
Speaker 2 (02:33):
But when you think about a global workforce of
billions, that small percentagepoint it translates into an
enormous, tangible shift in howpeople feel.
Speaker 1 (02:44):
Absolutely, and it's crucial to remember this isn't
just a statistical blip.
Speaker 2 (02:48):
No Gallup highlights that this specific decline, this
two point drop, it mirrors thedrop we saw during the peak of
COVID-19 lockdowns back in 2020.
Speaker 1 (02:56):
OK, so that puts it in perspective.
It's significant.
Speaker 2 (02:59):
Hugely significant.
It indicates a systemicindicator of widespread distress
.
Really, it reflects a tangibledecline in how hundreds of
millions of people feel abouttheir jobs, their leaders, their
future with their companies.
Speaker 1 (03:11):
It's like a return to a level of disengagement we
hoped was just an anomaly fromthe pandemic.
Speaker 2 (03:16):
Precisely.
Speaker 1 (03:17):
And the cost of this disengagement.
The report quantifies it andit's just staggering.
Yeah, this fall in engagementcost the world economy a
whopping US $438 billion in lostproductivity.
Speaker 2 (03:30):
Wow, $438 billion.
That's a monumental hit toglobal GDP.
Speaker 1 (03:36):
It truly is and that kind of economic impact.
It demands a deeper look,doesn't it?
Speaker 2 (03:41):
It pushes us to ask what specifically contributed to
such a big global decline.
Speaker 1 (03:47):
And this is where the report really takes an
unexpected turn.
I think it defies what manymight assume.
Speaker 2 (03:52):
How so.
Speaker 1 (03:53):
Well, if you were betting on the root cause, you
might point to frontlineemployees Right Struggling with
new demands, maybe burnout.
Speaker 2 (03:59):
That seems logical yeah.
Speaker 1 (04:01):
But Gallup's deep dive highlights a surprising
core issue.
The primary cause isn'tindividual contributors Right.
Instead, it's a significantdrop in manager engagement that
fell from 30 percent down to 27percent.
Speaker 2 (04:12):
OK, so manager engagement dropped three points.
Speaker 1 (04:15):
Right.
Meanwhile, individualcontributor engagement actually
remained flat at 18 percent.
Speaker 2 (04:20):
Wow, that really challenges a lot of assumptions
about where the pressure pointstruly lie.
Speaker 1 (04:25):
It does.
Speaker 2 (04:26):
It's almost as if the very people tasked with
steering the ship are the onesfeeling the most turbulence.
Speaker 1 (04:32):
And the report says, no other worker category male,
female, young old experiencedsuch a significant decline.
Speaker 2 (04:39):
But were some managers hit harder than others?
Speaker 1 (04:41):
Yes, absolutely.
Two groups were particularlyaffected Young managers those
under 35, saw a five percentagepoint decline.
Speaker 2 (04:49):
Five points for young managers Okay.
Speaker 1 (04:51):
And female managers experienced an even steeper drop
seven percentage points.
Speaker 2 (04:56):
Seven points for female managers.
Those are the most significantdeclines across any worker
category in the whole report.
Speaker 1 (05:02):
That's what it says.
It makes it pretty clear wherethe biggest crack in the
foundation seems to be appearing.
Speaker 2 (05:06):
So if managers are the key, why are they struggling
so much?
Speaker 1 (05:11):
The report explains it quite beautifully, I think.
It says managers have beenasked to square the circle.
Square the circle meaning.
Of new executive demands on oneside and employee expectations
on the other, all happening ofits constant disruption.
For those unfamiliar, it meanstrying to do something
impossible basically Reconciletwo things that just don't fit
(05:33):
together easily.
Speaker 2 (05:34):
That's a perfect way to put it, and just think about
the last five years alone.
I mean, they've throwneverything imaginable at
managers.
You've got post-pandemicturnover, the hiring boom
followed swiftly by busts.
Speaker 1 (05:45):
Rapid team restructuring.
Speaker 2 (05:46):
Shrinking budgets as stimulus programs ended.
Disrupted supply chains, newcustomer expectations.
Speaker 1 (05:53):
The huge push for digital transformation AI tools
coming online.
Speaker 2 (05:57):
And of course, the big one new employee desires for
flexibility, for remote work.
Speaker 1 (06:03):
It's not just disruption, it's like a
relentless cascade of new forremote work.
It's not just disruption, it'slike a relentless cascade of new
, often conflicting, demands.
Speaker 2 (06:09):
It truly is an almost impossible task.
They're being asked to navigate.
Speaker 1 (06:13):
It sounds like they're completely caught in the
middle.
Speaker 2 (06:14):
Yeah.
Speaker 1 (06:15):
The report brings these struggles to life.
With some direct quotes frommanagers on the front lines.
It makes it really tangibleLike what?
Well, listen to Abu Em.
He's a marketing manager inSaudi Arabia.
He describes his experiencelike this Difficult decisions
put pressure on mepsychologically, such as hiring,
and sometimes there aren't manyresources.
Speaker 2 (06:35):
You can hear the weight there.
Speaker 1 (06:37):
Yeah, he goes on, and there are also disputes between
employees facing problems, newsystems and so on.
Speaker 2 (06:42):
So it's not just managing tasks, Facing problems,
new systems and so on.
So it's not just managing tasks, it's managing people,
conflicts, resources, constantchange, all while dealing with
that psychological toll.
Speaker 1 (06:51):
Exactly.
And then imagine the pressurejust from workload.
And ILV, a field operatingmanager in South Africa, puts it
very simply.
Speaker 2 (06:59):
What does he say?
Speaker 1 (07:00):
We should have a team of six people.
There's only two of us.
I think that's very stressful.
Wow, Stretched six people.
Speaker 2 (07:04):
There's only two of us.
I think that's very stressful.
Wow, stretched incredibly thin.
Speaker 1 (07:07):
That's a stark illustration, and then there's
this emotional toll, which isoften unseen.
Ryan S, a supervisor in the US,shared something that really
hit home for me.
Speaker 2 (07:16):
Oh yeah.
Speaker 1 (07:19):
He said I mean my guys will do anything I ask of
them and I love my guys, butthere's no enthusiasm.
I'm not asking anybody to bejumping around because we got
work to do, but you can justfeel it.
Speaker 2 (07:27):
Oof.
You can absolutely feel theweariness in that statement.
It's not just about getting thework done anymore.
It's about a deeper kind ofmalaise affecting the team's
spirit, and that's incrediblydifficult for a leader who cares
but feels, you know, powerlessto change the underlying dynamic
.
Speaker 1 (07:46):
Yeah, and this emphasizes precisely why manager
engagement matters so much.
Speaker 2 (07:50):
Because they influence the team so heavily.
Speaker 1 (07:52):
Hugely.
Gallup's research states itplainly 70% of team engagement
is attributable to the manager70%, that's a profound lever.
It is, and when employees areengaged, they are demonstrably
more productive.
They're less absent.
They build better customerrelationships.
Speaker 2 (08:08):
They close more sales .
It's a direct, measurable linefrom the manager to team success
and ultimately, to theorganization's health.
Speaker 1 (08:15):
The report also includes direct employee
perspective that reallyhighlight this manager influence
for better or worse.
Speaker 2 (08:22):
Okay, so what do employees say?
Speaker 1 (08:26):
influence for better or worse.
Okay, so what do employees say?
Well, LKH, an administrativeclerk in Germany, said her
supervisor was by far thedeciding factor.
That made me think aboutwhether I really wanted to
continue with this.
Speaker 2 (08:34):
Wow, so a manager can literally be the reason someone
stays or leaves.
That's a huge impact onretention.
Speaker 1 (08:41):
Absolutely yeah, but conversely, positive management
leads to really positiveoutcomes.
Speaker 2 (08:47):
Right.
Speaker 1 (08:48):
Mohamed Owao, a teacher in Saudi Arabia.
She noted I am satisfied withmy job because I receive
appreciation and incentives fromthe management.
Speaker 2 (08:56):
So recognition matters.
Speaker 1 (08:58):
And I am also satisfied with what I provide
for the children.
It's clear how that recognitionand sense of contribution,
fostered by good management,drives satisfaction Makes sense.
And then there's the humanconnection aspect.
Lathie Dee, a clerk in SouthAfrica, described her best
manager.
Speaker 2 (09:14):
Yeah.
Speaker 1 (09:14):
As somebody who wants to see me shine, you know, grow
.
Somebody who motivates andencourages you.
She finishes.
Those were the best momentsI've ever had with her.
Speaker 2 (09:21):
That's powerful.
It's not just about tasks, isit?
It's about support, development, the manager as a true champion
.
And these examples?
They really underscore thecritical point.
If managers are disengaged,their teams tend to follow suit.
Speaker 1 (09:37):
A direct link.
Speaker 2 (09:47):
Yeah, this correlation is so strong.
Speaker 1 (09:48):
It even shows up in country-level data Countries
with less engaged managers.
They're more likely to haveless engaged individual
contributors.
Speaker 2 (09:51):
So if manager engagement keeps declining, it
won't stop with managers and itwon't stop with just engagement.
The productivity of the entireglobal workplace is
fundamentally at risk here.
Speaker 1 (09:59):
So we're basically talking about a systemic failure
to support the very people wetrust with the human capital of
our organizations.
Speaker 2 (10:07):
That's one way to look at it, yeah.
Speaker 1 (10:08):
What are the long-term ramifications if this
trend isn't reversed, beyondjust the immediate productivity
hit we talked about?
Speaker 2 (10:14):
Oh, the ramifications are deeply unsettling.
I think, Beyond the economiccost, it's really a decline in
human potential.
Speaker 1 (10:21):
How so.
Speaker 2 (10:22):
It means a less innovative workforce, probably
higher rates of mental healthissues due to stress and just a
general erosion of purpose andmeaning in work for many people.
Speaker 1 (10:31):
It creates a kind of domino effect.
Speaker 2 (10:33):
Exactly One that impacts not just the workplace
but individual lives and wholesocieties, and this ties
directly into the report's otherbig finding on overall
well-being.
Speaker 1 (10:44):
Which they call life evaluation Right.
That's a powerful connection.
The report explains that globalemployee life evaluations also
fell.
Only 33% of employees are nowclassified as thriving in the
last couple of years.
Speaker 2 (10:58):
And it's important to note.
Like you said, life evaluationincludes outside factors too.
Speaker 1 (11:02):
Yeah, like rising housing costs.
Inflation Gallup specificallynotes this for regions like the
US, canada and Australia and NewZealand, where thriving saw
historic drops.
Speaker 2 (11:13):
But crucially, work undeniably plays a major role in
this overall feeling ofthriving.
Speaker 1 (11:18):
And guess who's hurting most again.
Speaker 2 (11:20):
Let me guess.
Speaker 1 (11:21):
Managers Bingo.
Speaker 2 (11:21):
Older managers saw a five percentage point decline in
well-being in the past year.
And female managers.
Again an managers saw a fivepercentage point decline in
well-being in the past year.
Ok, and female managers againan even steeper seven percentage
point drop.
Speaker 1 (11:30):
Seven points again, wow.
Speaker 2 (11:32):
And this is especially poignant because
individual contributor lifeevaluations actually improve
slightly during the same period,so everyone else is doing
slightly better, but managers,particularly older and female
managers, are doingsignificantly worse in terms of
overall well-being.
Speaker 1 (11:48):
Exactly.
It really paints a picture ofmanagers just shouldering an
outsized burden right now.
Speaker 2 (11:54):
And a personal impact is clear from the quotes too,
right.
Speaker 1 (11:56):
Painfully clear.
Anna Lise, an operationsmanager in Germany.
She captured it vividly.
She said I noticed that I'mphysically tired, but I can't
sleep and can't switch off.
Speaker 2 (12:07):
Oof.
You can absolutely hear theclassic signs of burnout in that
statement.
Speaker 1 (12:11):
It just speaks volumes about the relentless
pressure seeping into theirpersonal lives it really
highlights that artificialboundary we sometimes try to
create between work life andhome life they're inextricably
linked.
Speaker 2 (12:21):
The report makes that clear.
Gallup points out that half ofemployees who are engaged at
work they're thriving in lifeoverall.
Speaker 1 (12:28):
Compared to only a third of those who are not
engaged.
Speaker 2 (12:31):
Right and engaged employees also report
significantly less stress.
This connection between asupportive work environment and
overall life quality it's justundeniable and profound.
Speaker 1 (12:42):
So the stakes are undeniably high.
Manager burnout doesn't justimpact the individual manager.
Speaker 2 (12:48):
No, it creates that ripple effect you mentioned
Declining team performance, moreabsenteeism, higher turnover.
Speaker 1 (12:53):
Ultimately eroding an entire organization's health.
The picture seems challenging,maybe even a bit bleak.
It does, but here's where thereport shifts it goes from
diagnosis to well, immenseopportunity.
The hopeful part, because,hidden within this data, gallup
has uncovered not just a hopefulnote, but a truly
(13:14):
transformative pathway to amassive productivity boom.
Speaker 2 (13:17):
Absolutely.
This is the exciting part,really.
Gallup estimates that if theworld's workplace was fully
engaged get this yeah Astaggering US $9.6 trillion in
productivity could be added tothe global economy $9.6 trillion
.
Trillion.
To put that in perspective,that's like 9% global GDP.
Speaker 1 (13:35):
Wow, that's not just large, it's a massive, almost
unimaginable opportunity forgrowth and, well, human
flourishing.
It really is.
So what are these pathways?
How do we unlock thistrillion-dollar opportunity?
The report outlines threecrucial actions for leaders.
Speaker 2 (13:51):
Okay, let's hear them .
Speaker 1 (13:52):
First up, basic manager training Seems simple,
right, but the problem, asGallup's data reveals, Is it not
enough?
Speaker 2 (14:00):
managers get it.
Speaker 1 (14:01):
Exactly Less than half of managers only 44% have
ever received any formalmanagement training.
Less than half of managers only44 percent have ever received
any formal management training.
Speaker 2 (14:08):
Less than half.
That feels like such a well anachievable opportunity right
there.
Speaker 1 (14:12):
It really does, and the report found that even
rudimentary training, justcovering basic role
responsibilities, can cut activemanager disengagement in half.
Speaker 2 (14:21):
Cut it in half.
And just to clarify forlisteners when Gallup talks
about active disengagement.
Speaker 1 (14:26):
You don't just mean someone unhappy or checked out.
Speaker 2 (14:28):
No, these are individuals who might be
actively working against theorganization, undermining goals,
spreading negativity.
Speaker 1 (14:34):
Maybe actively looking for ways out or
encouraging others to leave.
So literally having that group,that's a profound impact on an
organization's internal healthand efficiency.
Speaker 2 (14:43):
Absolutely.
It suggests that even justbasic support, basic clarity on
expectations, can stop managersfeeling like they're drowning or
fighting this impossible battlealone.
Speaker 1 (14:53):
There's a great quote illustrating this.
Abu Abdullah A, a supervisor inSaudi Arabia, said after
training, I learned new methodsof working and how to deal with
employees, and it helped me alot with regard to the
challenges I face at work.
Speaker 2 (15:06):
That's a powerful testament Simple, effective help
.
Speaker 1 (15:09):
Truly is Okay.
The second action teachingmanagers effective coaching
techniques.
Speaker 2 (15:14):
Going beyond just the basics.
Speaker 1 (15:16):
Right Gallup's analysis found that training
focused on actual best practicesit leads to 20 to 28% higher
manager performance 20 to 28%better performance.
Speaker 2 (15:27):
And what about team engagement?
Up to 18% higher managerperformance.
20 to 28% better performance.
And what about team engagement?
Speaker 1 (15:29):
Up to 18% higher team engagement.
Speaker 2 (15:31):
That's significant, and are these benefits just a
short-term boost?
Speaker 1 (15:35):
That's the compelling part.
No, they were observed 9 to 18months after the training.
Speaker 2 (15:39):
Okay, so it's lasting .
It highlights that compoundinginfluence of good coaching and
development over time.
Speaker 1 (15:44):
Exactly Brian V, a systems engineer in the UK.
He summarized the impact of awell-coached, cohesive team
beautifully.
Speaker 2 (15:51):
What did he say?
Speaker 1 (15:52):
If we are all working , going in the same direction,
getting on with each other,being thankful to each other and
respect each other, then itmakes anything you do easier,
even if the project itself isgoing through some tough times
is going through some toughtimes.
Speaker 2 (16:06):
That quote really drives home the idea that strong
team dynamics fostered by goodcoaching can be like an antidote
even when things get tough.
Speaker 1 (16:11):
Right, okay.
And finally, the third actionongoing manager development
specifically aimed at boostingwell-being.
Speaker 2 (16:19):
So continuous support .
Speaker 1 (16:20):
Yes, when employers provide that initial manager
training we talked about, itimproves manager thriving levels
from 28% up to 34%, which isgood.
Six points Okay, but here's thekicker, With ongoing
encouragement for developmentmanager thriving jumps even
further, all the way to 50%.
Speaker 2 (16:38):
From 34% to 50% just by encouraging ongoing
development.
Speaker 1 (16:43):
That's what the data shows.
Speaker 2 (16:44):
Wow, that makes manager training and development
one of the most effectivewell-being initiatives employers
can actually invest in.
Speaker 1 (16:50):
Exactly.
It's not just about buildingskills.
It's about making managers feelsupported, seen capable of
handling their hugeresponsibilities.
Iwa a team leader in Poland.
She articulated this valueperfectly.
I still have opportunities fordevelopment within the company
because the company offersvarious training and so on.
(17:10):
That's also very important tome and motivates me to be in
this job every day and give mybest.
Speaker 2 (17:15):
You can hear the motivation in her voice.
That sense of growth potentialmatters it really does.
Speaker 1 (17:22):
Now.
These global numbers give us acrucial overview, but the report
also provides a reallyfascinating global snapshot.
It shows the incredibly diverseexperiences across different
regions.
Speaker 2 (17:32):
Right, because the global average doesn't tell the
whole story.
Speaker 1 (17:35):
Not at all, and you, the listener, might relate more
directly to some of theseregional insights and see how
you know how your corner of theworld stacks up.
Speaker 2 (17:42):
OK, let's look at some highlights, starting with
engagement.
Where's highest?
Speaker 1 (17:46):
stacks up.
Okay, let's look at somehighlights, starting with
engagement.
Where's highest?
The United States and Canada,along with Latin America and the
Caribbean.
They're tied for the highestregional engagement, both at 31%
31%.
Speaker 2 (17:55):
Okay, a decent benchmark suggesting relatively
healthy work environments thereon average.
Speaker 1 (18:00):
But then you look across the Atlantic and it's a
really stark contrast.
Europe has the lowestengagement.
Any guesses?
Speaker 2 (18:07):
Hmm, lower, maybe 15 percent.
Speaker 1 (18:09):
Lower Just 13 percent 13 percent.
Speaker 2 (18:12):
Wow, that feels incredibly low.
Speaker 1 (18:14):
It is, and it means a massive 73 percent of employees
in Europe are classified as notengaged.
It really makes you wonderabout the cultural factors, the
economic factors at play there.
Speaker 2 (18:26):
Absolutely.
Is it, you know, deeplyembedded workplace norms that
maybe don't prioritizeindividual recognition as much
different work-life balanceexpectations leading to more
detachment?
Speaker 1 (18:36):
Or maybe a more critical view of leadership than
elsewhere.
Speaker 2 (18:39):
The report doesn't give a definitive why, but it
certainly opens up a fascinatingline of inquiry into the unique
pressures and cultural nuancescontributing to such widespread
disengagement across Europe.
Speaker 1 (18:50):
And the Middle East and North Africa region is
second lowest, at 14 percent.
So similar challenges there.
Speaker 2 (18:55):
OK, what about overall well-being or thriving?
Where is that highest?
Speaker 1 (18:59):
That would be Australia and New Zealand.
They boast the highest thriving, at 56 percent.
Speaker 2 (19:03):
Australia and New Zealand.
They boast the highest,thriving at 56%.
56% that suggests a pretty highquality of life and maybe good
work-life integration for a lotof their workforce.
Speaker 1 (19:10):
It does.
But then you have South Asia,which has the lowest thriving at
a really concerning 15% 15%thriving.
Speaker 2 (19:18):
That's low.
Speaker 1 (19:19):
Followed closely by sub-Saharan Africa at 18%.
These numbers are quitealarming, suggesting really
profound challenges impactingpeople's overall life
satisfaction inside and outsideof work.
Speaker 2 (19:29):
Yeah, it could be economic hardship, social
pressures, tough workplaceconditions or a combination.
Speaker 1 (19:34):
And in terms of daily emotions, the picture gets even
more nuanced, maybe evenheartbreaking.
South Asia also leads in dailyanger.
Speaker 2 (19:42):
Anger, how high.
Speaker 1 (19:43):
South Asia also leads in daily anger, anger, how high
34%.
Speaker 2 (19:48):
report daily anger and sadness at 39%.
Wow, that's a significantportion of the workforce
experiencing those negativeemotions every single day.
It paints a picture of immenseemotional strain.
Speaker 1 (19:55):
It really does.
Meanwhile, sub-saharan Africastands out with the highest
reported loneliness, at 30%.
Speaker 2 (20:01):
Loneliness 30%.
That could speak to issues ofsocial connection, maybe in the
workplace or broader society.
Speaker 1 (20:07):
Interestingly, on the flip side, post-soviet Eurasia
reports the lowest stress levels, at just 21%.
Speaker 2 (20:14):
Lowest stress.
That's quite a contrast, maybea different cultural approach to
pressure, or just differenteconomic realities.
Speaker 1 (20:21):
Meanwhile, where do you think the United States and
Canada rank for stress, giventheir high engagement?
Speaker 2 (20:28):
High engagement, maybe mid-range stress.
Speaker 1 (20:31):
Actually second highest stress globally, at 50%
50% stress.
Speaker 2 (20:36):
Wow, so high engagement, but also high
pressure.
That points to those intense,competitive, fast-paced work
environments, even if engagementmetrics look relatively good.
Exactly Okay.
Finally, fast-paced workenvironments, even if engagement
metrics look relatively good.
Speaker 1 (20:45):
Exactly Okay.
Finally, let's quickly touch onjob market perspectives.
This often signals confidence,or maybe desperation.
Speaker 2 (20:53):
Right who feels it's a good time to find a job.
Speaker 1 (20:55):
Australia and New Zealand.
Again, they continue to impress, having the highest percentage
of people who think it's a goodtime to find a job 72% 72%.
Speaker 2 (21:02):
That indicates a really dynamic, accessible job
market feel.
Speaker 1 (21:06):
Conversely, the Middle East and North Africa has
the lowest just 34% think it'sa good time.
Suggests a much tighter ormaybe less optimistic job
landscape there.
Speaker 2 (21:15):
Okay, and is there a region where people are looking
to leave their jobs most?
Speaker 1 (21:20):
Yes, and here's a big one that really speaks to
profound dissatisfaction.
Yes, and here's a big one thatreally speaks to profound
dissatisfaction.
Sub-saharan Africa.
They have the highest intent toleave their current job.
How high A striking 72 percentare either watching for or
actively seeking a new one and72 percent looking to leave.
Wow, that's huge.
(21:40):
These regional differencesreally powerfully underscore
that, while we see broad globaltrends.
Speaker 2 (21:44):
Barclay contexts matter.
Speaker 1 (21:45):
Massively Cultural norms, economic realities.
They significantly shape theemployee experience.
It tells us that a one sizefits all solution for engagement
and well-being.
It just won't work.
Speaker 2 (21:56):
No, definitely not.
So to recap, we've seen theglobal workplace is truly at a
critical juncture Managerengagement, employee well-being
they're on the decline, costingthe global economy hundreds of
billions.
Speaker 1 (22:07):
But, crucially, this deep dive into Gallup's report
has also shown us clear,actionable pathways, pathways to
potentially massiveproductivity gains through
focused leadership and,importantly, development.
It truly is a pivotal moment,as the CEO said, and the choices
leaders make now willprofoundly shape the future of
work.
Speaker 2 (22:27):
So what does this all mean for your work, life, for
you listening right now?
Speaker 1 (22:31):
Yeah, If AI is set to transform industries and
manager engagement is revealedas perhaps the single biggest
lever for team success, forhuman thriving.
How will organizations usethese insights?
Speaker 2 (22:44):
Will they use them to elevate human potential or risk
diminishing it further?
Speaker 1 (22:49):
And maybe more personally, what's one step you
can take?
Or perhaps encouraging your ownworkplace to foster better
engagement, better thriving.
Speaker 2 (22:57):
Whether you're a manager trying to support your
team or you're an individualcontributor, influencing your
own experience and theenvironment around you.
Speaker 1 (23:04):
This deep dive really shows us, I think, that the
future of work isn't just aboutthe technology.
It's profoundly about humanconnection.
Speaker 2 (23:12):
Empathetic leadership , strategic development.
It's about the people.
Speaker 1 (23:15):
We encourage you to reflect on these findings,
Consider how you might applysome of these insights in your
own professional sphere andmaybe be part of the solution.
Have you ever felt like the global workplace is
well teetering on the edge of amajor shift?
Speaker 2 (00:06):
Yeah, like something really monumental is happening.
Speaker 1 (00:09):
Exactly, but it's maybe hard to put your finger on
exactly what it is or you knowwhy.
Speaker 2 (00:13):
Mm-hmm that feeling.
Speaker 1 (00:15):
Perhaps you're sensing it within your own team,
or maybe hearing similarstories from colleagues, even
friends, across continents.
Speaker 2 (00:21):
It's a really widespread sentiment actually,
and the data as we're about tosee today, it absolutely
confirms that intuition.
Speaker 1 (00:28):
That's precisely what we're here to unpack.
Welcome to the Deep Dive.
Speaker 2 (00:31):
Great to be digging into this one.
Speaker 1 (00:33):
Today we're taking a deep dive into an absolutely
crucial document Gallup's Stateof the Global Workplace 2025
report.
Speaker 2 (00:41):
Right, and this isn't just some, you know, dry
collection of statistics.
Speaker 1 (00:44):
No, not at all.
Think of it more like acomprehensive global pulse check
on how employees genuinely feelabout their work and their
lives.
And maybe more importantly,we're going to explore what
these feelings, or maybe thelack of them what that
(01:05):
ultimately means fororganizations and economies
worldwide.
Speaker 2 (01:06):
So our mission in this deep dive Is really to
extract the most importantinsights from this massive study
.
We want to help you quicklygrasp the key challenges, the
opportunities facing leaders andemployees right now.
Speaker 1 (01:15):
And point out some of the truly surprising facts that
well that really stand out onceyou start peeling back the
layers of the data.
Speaker 2 (01:21):
Definitely some surprises in there.
Speaker 1 (01:23):
Okay, let's get into it.
The report opens with a prettypowerful statement from Gallup
CEO John Clifton.
He sets the stage calling thisa pivotal moment for the global
workplace.
Speaker 2 (01:34):
Yeah, and what's truly compelling about that
statement, and maybe a bitunsettling, is his observation
right alongside it.
Speaker 1 (01:41):
Which is.
Speaker 2 (01:41):
That employee engagement is faltering at the
exact time artificialintelligence is transforming
every industry Wow.
He frames it as this definingchallenge for leaders.
You know, will theystrategically use AI to energize
and empower their workforce, oror will they risk seeing their
human capital fall even furtherbehind?
Exactly.
It's a fascinatingjuxtaposition Human feeling and
(02:04):
tech advancement side by side.
That juxtaposition humanfeeling and tech advancement
side by side.
Speaker 1 (02:07):
That juxtaposition is really striking, isn't it?
We're on the cusp of thismassive tech shift, yet the
human element, the veryfoundation of productivity, it
seems to be eroding.
Speaker 2 (02:19):
And the numbers certainly back up this idea of
faltering.
Speaker 1 (02:21):
Yeah, the headline finding is pretty stark.
Global employee engagement fellfrom 23 percent down to 21
percent in 2024.
Speaker 2 (02:29):
Now a two point drop.
It might sound kind ofincremental in isolation.
Speaker 1 (02:33):
That does yeah.
Speaker 2 (02:33):
But when you think about a global workforce of
billions, that small percentagepoint it translates into an
enormous, tangible shift in howpeople feel.
Speaker 1 (02:44):
Absolutely, and it's crucial to remember this isn't
just a statistical blip.
Speaker 2 (02:48):
No Gallup highlights that this specific decline, this
two point drop, it mirrors thedrop we saw during the peak of
COVID-19 lockdowns back in 2020.
Speaker 1 (02:56):
OK, so that puts it in perspective.
It's significant.
Speaker 2 (02:59):
Hugely significant.
It indicates a systemicindicator of widespread distress
.
Really, it reflects a tangibledecline in how hundreds of
millions of people feel abouttheir jobs, their leaders, their
future with their companies.
Speaker 1 (03:11):
It's like a return to a level of disengagement we
hoped was just an anomaly fromthe pandemic.
Speaker 2 (03:16):
Precisely.
Speaker 1 (03:17):
And the cost of this disengagement.
The report quantifies it andit's just staggering.
Yeah, this fall in engagementcost the world economy a
whopping US $438 billion in lostproductivity.
Speaker 2 (03:30):
Wow, $438 billion.
That's a monumental hit toglobal GDP.
Speaker 1 (03:36):
It truly is and that kind of economic impact.
It demands a deeper look,doesn't it?
Speaker 2 (03:41):
It pushes us to ask what specifically contributed to
such a big global decline.
Speaker 1 (03:47):
And this is where the report really takes an
unexpected turn.
I think it defies what manymight assume.
Speaker 2 (03:52):
How so.
Speaker 1 (03:53):
Well, if you were betting on the root cause, you
might point to frontlineemployees Right Struggling with
new demands, maybe burnout.
Speaker 2 (03:59):
That seems logical yeah.
Speaker 1 (04:01):
But Gallup's deep dive highlights a surprising
core issue.
The primary cause isn'tindividual contributors Right.
Instead, it's a significantdrop in manager engagement that
fell from 30 percent down to 27percent.
Speaker 2 (04:12):
OK, so manager engagement dropped three points.
Speaker 1 (04:15):
Right.
Meanwhile, individualcontributor engagement actually
remained flat at 18 percent.
Speaker 2 (04:20):
Wow, that really challenges a lot of assumptions
about where the pressure pointstruly lie.
Speaker 1 (04:25):
It does.
Speaker 2 (04:26):
It's almost as if the very people tasked with
steering the ship are the onesfeeling the most turbulence.
Speaker 1 (04:32):
And the report says, no other worker category male,
female, young old experiencedsuch a significant decline.
Speaker 2 (04:39):
But were some managers hit harder than others?
Speaker 1 (04:41):
Yes, absolutely.
Two groups were particularlyaffected Young managers those
under 35, saw a five percentagepoint decline.
Speaker 2 (04:49):
Five points for young managers Okay.
Speaker 1 (04:51):
And female managers experienced an even steeper drop
seven percentage points.
Speaker 2 (04:56):
Seven points for female managers.
Those are the most significantdeclines across any worker
category in the whole report.
Speaker 1 (05:02):
That's what it says.
It makes it pretty clear wherethe biggest crack in the
foundation seems to be appearing.
Speaker 2 (05:06):
So if managers are the key, why are they struggling
so much?
Speaker 1 (05:11):
The report explains it quite beautifully, I think.
It says managers have beenasked to square the circle.
Square the circle meaning.
Of new executive demands on oneside and employee expectations
on the other, all happening ofits constant disruption.
For those unfamiliar, it meanstrying to do something
impossible basically Reconciletwo things that just don't fit
(05:33):
together easily.
Speaker 2 (05:34):
That's a perfect way to put it, and just think about
the last five years alone.
I mean, they've throwneverything imaginable at
managers.
You've got post-pandemicturnover, the hiring boom
followed swiftly by busts.
Speaker 1 (05:45):
Rapid team restructuring.
Speaker 2 (05:46):
Shrinking budgets as stimulus programs ended.
Disrupted supply chains, newcustomer expectations.
Speaker 1 (05:53):
The huge push for digital transformation AI tools
coming online.
Speaker 2 (05:57):
And of course, the big one new employee desires for
flexibility, for remote work.
Speaker 1 (06:03):
It's not just disruption, it's like a
relentless cascade of new forremote work.
It's not just disruption, it'slike a relentless cascade of new
, often conflicting, demands.
Speaker 2 (06:09):
It truly is an almost impossible task.
They're being asked to navigate.
Speaker 1 (06:13):
It sounds like they're completely caught in the
middle.
Speaker 2 (06:14):
Yeah.
Speaker 1 (06:15):
The report brings these struggles to life.
With some direct quotes frommanagers on the front lines.
It makes it really tangibleLike what?
Well, listen to Abu Em.
He's a marketing manager inSaudi Arabia.
He describes his experiencelike this Difficult decisions
put pressure on mepsychologically, such as hiring,
and sometimes there aren't manyresources.
Speaker 2 (06:35):
You can hear the weight there.
Speaker 1 (06:37):
Yeah, he goes on, and there are also disputes between
employees facing problems, newsystems and so on.
Speaker 2 (06:42):
So it's not just managing tasks, Facing problems,
new systems and so on.
So it's not just managing tasks, it's managing people,
conflicts, resources, constantchange, all while dealing with
that psychological toll.
Speaker 1 (06:51):
Exactly.
And then imagine the pressurejust from workload.
And ILV, a field operatingmanager in South Africa, puts it
very simply.
Speaker 2 (06:59):
What does he say?
Speaker 1 (07:00):
We should have a team of six people.
There's only two of us.
I think that's very stressful.
Wow, Stretched six people.
Speaker 2 (07:04):
There's only two of us.
I think that's very stressful.
Wow, stretched incredibly thin.
Speaker 1 (07:07):
That's a stark illustration, and then there's
this emotional toll, which isoften unseen.
Ryan S, a supervisor in the US,shared something that really
hit home for me.
Speaker 2 (07:16):
Oh yeah.
Speaker 1 (07:19):
He said I mean my guys will do anything I ask of
them and I love my guys, butthere's no enthusiasm.
I'm not asking anybody to bejumping around because we got
work to do, but you can justfeel it.
Speaker 2 (07:27):
Oof.
You can absolutely feel theweariness in that statement.
It's not just about getting thework done anymore.
It's about a deeper kind ofmalaise affecting the team's
spirit, and that's incrediblydifficult for a leader who cares
but feels, you know, powerlessto change the underlying dynamic
.
Speaker 1 (07:46):
Yeah, and this emphasizes precisely why manager
engagement matters so much.
Speaker 2 (07:50):
Because they influence the team so heavily.
Speaker 1 (07:52):
Hugely.
Gallup's research states itplainly 70% of team engagement
is attributable to the manager70%, that's a profound lever.
It is, and when employees areengaged, they are demonstrably
more productive.
They're less absent.
They build better customerrelationships.
Speaker 2 (08:08):
They close more sales .
It's a direct, measurable linefrom the manager to team success
and ultimately, to theorganization's health.
Speaker 1 (08:15):
The report also includes direct employee
perspective that reallyhighlight this manager influence
for better or worse.
Speaker 2 (08:22):
Okay, so what do employees say?
Speaker 1 (08:26):
influence for better or worse.
Okay, so what do employees say?
Well, LKH, an administrativeclerk in Germany, said her
supervisor was by far thedeciding factor.
That made me think aboutwhether I really wanted to
continue with this.
Speaker 2 (08:34):
Wow, so a manager can literally be the reason someone
stays or leaves.
That's a huge impact onretention.
Speaker 1 (08:41):
Absolutely yeah, but conversely, positive management
leads to really positiveoutcomes.
Speaker 2 (08:47):
Right.
Speaker 1 (08:48):
Mohamed Owao, a teacher in Saudi Arabia.
She noted I am satisfied withmy job because I receive
appreciation and incentives fromthe management.
Speaker 2 (08:56):
So recognition matters.
Speaker 1 (08:58):
And I am also satisfied with what I provide
for the children.
It's clear how that recognitionand sense of contribution,
fostered by good management,drives satisfaction Makes sense.
And then there's the humanconnection aspect.
Lathie Dee, a clerk in SouthAfrica, described her best
manager.
Speaker 2 (09:14):
Yeah.
Speaker 1 (09:14):
As somebody who wants to see me shine, you know, grow
.
Somebody who motivates andencourages you.
She finishes.
Those were the best momentsI've ever had with her.
Speaker 2 (09:21):
That's powerful.
It's not just about tasks, isit?
It's about support, development, the manager as a true champion
.
And these examples?
They really underscore thecritical point.
If managers are disengaged,their teams tend to follow suit.
Speaker 1 (09:37):
A direct link.
Speaker 2 (09:47):
Yeah, this correlation is so strong.
Speaker 1 (09:48):
It even shows up in country-level data Countries
with less engaged managers.
They're more likely to haveless engaged individual
contributors.
Speaker 2 (09:51):
So if manager engagement keeps declining, it
won't stop with managers and itwon't stop with just engagement.
The productivity of the entireglobal workplace is
fundamentally at risk here.
Speaker 1 (09:59):
So we're basically talking about a systemic failure
to support the very people wetrust with the human capital of
our organizations.
Speaker 2 (10:07):
That's one way to look at it, yeah.
Speaker 1 (10:08):
What are the long-term ramifications if this
trend isn't reversed, beyondjust the immediate productivity
hit we talked about?
Speaker 2 (10:14):
Oh, the ramifications are deeply unsettling.
I think, Beyond the economiccost, it's really a decline in
human potential.
Speaker 1 (10:21):
How so.
Speaker 2 (10:22):
It means a less innovative workforce, probably
higher rates of mental healthissues due to stress and just a
general erosion of purpose andmeaning in work for many people.
Speaker 1 (10:31):
It creates a kind of domino effect.
Speaker 2 (10:33):
Exactly One that impacts not just the workplace
but individual lives and wholesocieties, and this ties
directly into the report's otherbig finding on overall
well-being.
Speaker 1 (10:44):
Which they call life evaluation Right.
That's a powerful connection.
The report explains that globalemployee life evaluations also
fell.
Only 33% of employees are nowclassified as thriving in the
last couple of years.
Speaker 2 (10:58):
And it's important to note.
Like you said, life evaluationincludes outside factors too.
Speaker 1 (11:02):
Yeah, like rising housing costs.
Inflation Gallup specificallynotes this for regions like the
US, canada and Australia and NewZealand, where thriving saw
historic drops.
Speaker 2 (11:13):
But crucially, work undeniably plays a major role in
this overall feeling ofthriving.
Speaker 1 (11:18):
And guess who's hurting most again.
Speaker 2 (11:20):
Let me guess.
Speaker 1 (11:21):
Managers Bingo.
Speaker 2 (11:21):
Older managers saw a five percentage point decline in
well-being in the past year.
And female managers.
Again an managers saw a fivepercentage point decline in
well-being in the past year.
Ok, and female managers againan even steeper seven percentage
point drop.
Speaker 1 (11:30):
Seven points again, wow.
Speaker 2 (11:32):
And this is especially poignant because
individual contributor lifeevaluations actually improve
slightly during the same period,so everyone else is doing
slightly better, but managers,particularly older and female
managers, are doingsignificantly worse in terms of
overall well-being.
Speaker 1 (11:48):
Exactly.
It really paints a picture ofmanagers just shouldering an
outsized burden right now.
Speaker 2 (11:54):
And a personal impact is clear from the quotes too,
right.
Speaker 1 (11:56):
Painfully clear.
Anna Lise, an operationsmanager in Germany.
She captured it vividly.
She said I noticed that I'mphysically tired, but I can't
sleep and can't switch off.
Speaker 2 (12:07):
Oof.
You can absolutely hear theclassic signs of burnout in that
statement.
Speaker 1 (12:11):
It just speaks volumes about the relentless
pressure seeping into theirpersonal lives it really
highlights that artificialboundary we sometimes try to
create between work life andhome life they're inextricably
linked.
Speaker 2 (12:21):
The report makes that clear.
Gallup points out that half ofemployees who are engaged at
work they're thriving in lifeoverall.
Speaker 1 (12:28):
Compared to only a third of those who are not
engaged.
Speaker 2 (12:31):
Right and engaged employees also report
significantly less stress.
This connection between asupportive work environment and
overall life quality it's justundeniable and profound.
Speaker 1 (12:42):
So the stakes are undeniably high.
Manager burnout doesn't justimpact the individual manager.
Speaker 2 (12:48):
No, it creates that ripple effect you mentioned
Declining team performance, moreabsenteeism, higher turnover.
Speaker 1 (12:53):
Ultimately eroding an entire organization's health.
The picture seems challenging,maybe even a bit bleak.
It does, but here's where thereport shifts it goes from
diagnosis to well, immenseopportunity.
The hopeful part, because,hidden within this data, gallup
has uncovered not just a hopefulnote, but a truly
(13:14):
transformative pathway to amassive productivity boom.
Speaker 2 (13:17):
Absolutely.
This is the exciting part,really.
Gallup estimates that if theworld's workplace was fully
engaged get this yeah Astaggering US $9.6 trillion in
productivity could be added tothe global economy $9.6 trillion
.
Trillion.
To put that in perspective,that's like 9% global GDP.
Speaker 1 (13:35):
Wow, that's not just large, it's a massive, almost
unimaginable opportunity forgrowth and, well, human
flourishing.
It really is.
So what are these pathways?
How do we unlock thistrillion-dollar opportunity?
The report outlines threecrucial actions for leaders.
Speaker 2 (13:51):
Okay, let's hear them .
Speaker 1 (13:52):
First up, basic manager training Seems simple,
right, but the problem, asGallup's data reveals, Is it not
enough?
Speaker 2 (14:00):
managers get it.
Speaker 1 (14:01):
Exactly Less than half of managers only 44% have
ever received any formalmanagement training.
Less than half of managers only44 percent have ever received
any formal management training.
Speaker 2 (14:08):
Less than half.
That feels like such a well anachievable opportunity right
there.
Speaker 1 (14:12):
It really does, and the report found that even
rudimentary training, justcovering basic role
responsibilities, can cut activemanager disengagement in half.
Speaker 2 (14:21):
Cut it in half.
And just to clarify forlisteners when Gallup talks
about active disengagement.
Speaker 1 (14:26):
You don't just mean someone unhappy or checked out.
Speaker 2 (14:28):
No, these are individuals who might be
actively working against theorganization, undermining goals,
spreading negativity.
Speaker 1 (14:34):
Maybe actively looking for ways out or
encouraging others to leave.
So literally having that group,that's a profound impact on an
organization's internal healthand efficiency.
Speaker 2 (14:43):
Absolutely.
It suggests that even justbasic support, basic clarity on
expectations, can stop managersfeeling like they're drowning or
fighting this impossible battlealone.
Speaker 1 (14:53):
There's a great quote illustrating this.
Abu Abdullah A, a supervisor inSaudi Arabia, said after
training, I learned new methodsof working and how to deal with
employees, and it helped me alot with regard to the
challenges I face at work.
Speaker 2 (15:06):
That's a powerful testament Simple, effective help
.
Speaker 1 (15:09):
Truly is Okay.
The second action teachingmanagers effective coaching
techniques.
Speaker 2 (15:14):
Going beyond just the basics.
Speaker 1 (15:16):
Right Gallup's analysis found that training
focused on actual best practicesit leads to 20 to 28% higher
manager performance 20 to 28%better performance.
Speaker 2 (15:27):
And what about team engagement?
Up to 18% higher managerperformance.
20 to 28% better performance.
And what about team engagement?
Speaker 1 (15:29):
Up to 18% higher team engagement.
Speaker 2 (15:31):
That's significant, and are these benefits just a
short-term boost?
Speaker 1 (15:35):
That's the compelling part.
No, they were observed 9 to 18months after the training.
Speaker 2 (15:39):
Okay, so it's lasting .
It highlights that compoundinginfluence of good coaching and
development over time.
Speaker 1 (15:44):
Exactly Brian V, a systems engineer in the UK.
He summarized the impact of awell-coached, cohesive team
beautifully.
Speaker 2 (15:51):
What did he say?
Speaker 1 (15:52):
If we are all working , going in the same direction,
getting on with each other,being thankful to each other and
respect each other, then itmakes anything you do easier,
even if the project itself isgoing through some tough times
is going through some toughtimes.
Speaker 2 (16:06):
That quote really drives home the idea that strong
team dynamics fostered by goodcoaching can be like an antidote
even when things get tough.
Speaker 1 (16:11):
Right, okay.
And finally, the third actionongoing manager development
specifically aimed at boostingwell-being.
Speaker 2 (16:19):
So continuous support .
Speaker 1 (16:20):
Yes, when employers provide that initial manager
training we talked about, itimproves manager thriving levels
from 28% up to 34%, which isgood.
Six points Okay, but here's thekicker, With ongoing
encouragement for developmentmanager thriving jumps even
further, all the way to 50%.
Speaker 2 (16:38):
From 34% to 50% just by encouraging ongoing
development.
Speaker 1 (16:43):
That's what the data shows.
Speaker 2 (16:44):
Wow, that makes manager training and development
one of the most effectivewell-being initiatives employers
can actually invest in.
Speaker 1 (16:50):
Exactly.
It's not just about buildingskills.
It's about making managers feelsupported, seen capable of
handling their hugeresponsibilities.
Iwa a team leader in Poland.
She articulated this valueperfectly.
I still have opportunities fordevelopment within the company
because the company offersvarious training and so on.
(17:10):
That's also very important tome and motivates me to be in
this job every day and give mybest.
Speaker 2 (17:15):
You can hear the motivation in her voice.
That sense of growth potentialmatters it really does.
Speaker 1 (17:22):
Now.
These global numbers give us acrucial overview, but the report
also provides a reallyfascinating global snapshot.
It shows the incredibly diverseexperiences across different
regions.
Speaker 2 (17:32):
Right, because the global average doesn't tell the
whole story.
Speaker 1 (17:35):
Not at all, and you, the listener, might relate more
directly to some of theseregional insights and see how
you know how your corner of theworld stacks up.
Speaker 2 (17:42):
OK, let's look at some highlights, starting with
engagement.
Where's highest?
Speaker 1 (17:46):
stacks up.
Okay, let's look at somehighlights, starting with
engagement.
Where's highest?
The United States and Canada,along with Latin America and the
Caribbean.
They're tied for the highestregional engagement, both at 31%
31%.
Speaker 2 (17:55):
Okay, a decent benchmark suggesting relatively
healthy work environments thereon average.
Speaker 1 (18:00):
But then you look across the Atlantic and it's a
really stark contrast.
Europe has the lowestengagement.
Any guesses?
Speaker 2 (18:07):
Hmm, lower, maybe 15 percent.
Speaker 1 (18:09):
Lower Just 13 percent 13 percent.
Speaker 2 (18:12):
Wow, that feels incredibly low.
Speaker 1 (18:14):
It is, and it means a massive 73 percent of employees
in Europe are classified as notengaged.
It really makes you wonderabout the cultural factors, the
economic factors at play there.
Speaker 2 (18:26):
Absolutely.
Is it, you know, deeplyembedded workplace norms that
maybe don't prioritizeindividual recognition as much
different work-life balanceexpectations leading to more
detachment?
Speaker 1 (18:36):
Or maybe a more critical view of leadership than
elsewhere.
Speaker 2 (18:39):
The report doesn't give a definitive why, but it
certainly opens up a fascinatingline of inquiry into the unique
pressures and cultural nuancescontributing to such widespread
disengagement across Europe.
Speaker 1 (18:50):
And the Middle East and North Africa region is
second lowest, at 14 percent.
So similar challenges there.
Speaker 2 (18:55):
OK, what about overall well-being or thriving?
Where is that highest?
Speaker 1 (18:59):
That would be Australia and New Zealand.
They boast the highest thriving, at 56 percent.
Speaker 2 (19:03):
Australia and New Zealand.
They boast the highest,thriving at 56%.
56% that suggests a pretty highquality of life and maybe good
work-life integration for a lotof their workforce.
Speaker 1 (19:10):
It does.
But then you have South Asia,which has the lowest thriving at
a really concerning 15% 15%thriving.
Speaker 2 (19:18):
That's low.
Speaker 1 (19:19):
Followed closely by sub-Saharan Africa at 18%.
These numbers are quitealarming, suggesting really
profound challenges impactingpeople's overall life
satisfaction inside and outsideof work.
Speaker 2 (19:29):
Yeah, it could be economic hardship, social
pressures, tough workplaceconditions or a combination.
Speaker 1 (19:34):
And in terms of daily emotions, the picture gets even
more nuanced, maybe evenheartbreaking.
South Asia also leads in dailyanger.
Speaker 2 (19:42):
Anger, how high.
Speaker 1 (19:43):
South Asia also leads in daily anger, anger, how high
34%.
Speaker 2 (19:48):
report daily anger and sadness at 39%.
Wow, that's a significantportion of the workforce
experiencing those negativeemotions every single day.
It paints a picture of immenseemotional strain.
Speaker 1 (19:55):
It really does.
Meanwhile, sub-saharan Africastands out with the highest
reported loneliness, at 30%.
Speaker 2 (20:01):
Loneliness 30%.
That could speak to issues ofsocial connection, maybe in the
workplace or broader society.
Speaker 1 (20:07):
Interestingly, on the flip side, post-soviet Eurasia
reports the lowest stress levels, at just 21%.
Speaker 2 (20:14):
Lowest stress.
That's quite a contrast, maybea different cultural approach to
pressure, or just differenteconomic realities.
Speaker 1 (20:21):
Meanwhile, where do you think the United States and
Canada rank for stress, giventheir high engagement?
Speaker 2 (20:28):
High engagement, maybe mid-range stress.
Speaker 1 (20:31):
Actually second highest stress globally, at 50%
50% stress.
Speaker 2 (20:36):
Wow, so high engagement, but also high
pressure.
That points to those intense,competitive, fast-paced work
environments, even if engagementmetrics look relatively good.
Exactly Okay.
Finally, fast-paced workenvironments, even if engagement
metrics look relatively good.
Speaker 1 (20:45):
Exactly Okay.
Finally, let's quickly touch onjob market perspectives.
This often signals confidence,or maybe desperation.
Speaker 2 (20:53):
Right who feels it's a good time to find a job.
Speaker 1 (20:55):
Australia and New Zealand.
Again, they continue to impress, having the highest percentage
of people who think it's a goodtime to find a job 72% 72%.
Speaker 2 (21:02):
That indicates a really dynamic, accessible job
market feel.
Speaker 1 (21:06):
Conversely, the Middle East and North Africa has
the lowest just 34% think it'sa good time.
Suggests a much tighter ormaybe less optimistic job
landscape there.
Speaker 2 (21:15):
Okay, and is there a region where people are looking
to leave their jobs most?
Speaker 1 (21:20):
Yes, and here's a big one that really speaks to
profound dissatisfaction.
Yes, and here's a big one thatreally speaks to profound
dissatisfaction.
Sub-saharan Africa.
They have the highest intent toleave their current job.
How high A striking 72 percentare either watching for or
actively seeking a new one and72 percent looking to leave.
Wow, that's huge.
(21:40):
These regional differencesreally powerfully underscore
that, while we see broad globaltrends.
Speaker 2 (21:44):
Barclay contexts matter.
Speaker 1 (21:45):
Massively Cultural norms, economic realities.
They significantly shape theemployee experience.
It tells us that a one sizefits all solution for engagement
and well-being.
It just won't work.
Speaker 2 (21:56):
No, definitely not.
So to recap, we've seen theglobal workplace is truly at a
critical juncture Managerengagement, employee well-being
they're on the decline, costingthe global economy hundreds of
billions.
Speaker 1 (22:07):
But, crucially, this deep dive into Gallup's report
has also shown us clear,actionable pathways, pathways to
potentially massiveproductivity gains through
focused leadership and,importantly, development.
It truly is a pivotal moment,as the CEO said, and the choices
leaders make now willprofoundly shape the future of
work.
Speaker 2 (22:27):
So what does this all mean for your work, life, for
you listening right now?
Speaker 1 (22:31):
Yeah, If AI is set to transform industries and
manager engagement is revealedas perhaps the single biggest
lever for team success, forhuman thriving.
How will organizations usethese insights?
Speaker 2 (22:44):
Will they use them to elevate human potential or risk
diminishing it further?
Speaker 1 (22:49):
And maybe more personally, what's one step you
can take?
Or perhaps encouraging your ownworkplace to foster better
engagement, better thriving.
Speaker 2 (22:57):
Whether you're a manager trying to support your
team or you're an individualcontributor, influencing your
own experience and theenvironment around you.
Speaker 1 (23:04):
This deep dive really shows us, I think, that the
future of work isn't just aboutthe technology.
It's profoundly about humanconnection.
Speaker 2 (23:12):
Empathetic leadership , strategic development.
It's about the people.
Speaker 1 (23:15):
We encourage you to reflect on these findings,
Consider how you might applysome of these insights in your
own professional sphere andmaybe be part of the solution.
Popular Podcasts
Fudd Around And Find Out
UConn basketball star Azzi Fudd brings her championship swag to iHeart Women’s Sports with Fudd Around and Find Out, a weekly podcast that takes fans along for the ride as Azzi spends her final year of college trying to reclaim the National Championship and prepare to be a first round WNBA draft pick. Ever wonder what it’s like to be a world-class athlete in the public spotlight while still managing schoolwork, friendships and family time? It’s time to Fudd Around and Find Out!
Crime Junkie
Does hearing about a true crime case always leave you scouring the internet for the truth behind the story? Dive into your next mystery with Crime Junkie. Every Monday, join your host Ashley Flowers as she unravels all the details of infamous and underreported true crime cases with her best friend Brit Prawat. From cold cases to missing persons and heroes in our community who seek justice, Crime Junkie is your destination for theories and stories you won’t hear anywhere else. Whether you're a seasoned true crime enthusiast or new to the genre, you'll find yourself on the edge of your seat awaiting a new episode every Monday. If you can never get enough true crime... Congratulations, you’ve found your people. Follow to join a community of Crime Junkies! Crime Junkie is presented by audiochuck Media Company.
The Breakfast Club
The World's Most Dangerous Morning Show, The Breakfast Club, With DJ Envy, Jess Hilarious, And Charlamagne Tha God!