U.S. employee engagement just fell below 30% for the first time in 15 years. New Gallup research finds that only 29% of U.S. employees were engaged at work in the third quarter of 2026. That’s down two points from the previous quarter and seven points below the 2020 peak. Gallup estimates it means about 11 million fewer engaged employees than in 2020. Source: Gallup, U.S. employee engagement, Q3 2026. The numbers behind the number Only 46% of employees strongly agree they kno

Most leaders, teams and organizations hit a plateau eventually. Growth comes fast, results stack up, and then progress stalls. The same effort that once produced breakthroughs now produces the same results, month after month. Many leaders respond by pushing harder on what worked in the past. It is an understandable instinct, but it usually keeps them stuck. In most cases, the plateau comes from the very approach that produced the growth in the first place. What got you here h

The engagement survey came back better than last year. People like their jobs, they like their managers, and they say they'd recommend the company to a friend. Six months later, the numbers that run the business haven't moved. Quality is flat, the same problems keep coming back, and leaders are still the ones solving them. The survey is a valid measurement tool. It just isn't the thing that drives results, and what the consultants call engagement has drifted a long way from i

Every leader we work with says some version of the same thing: "I need people who take ownership and initiative instead of waiting to be told what to do." Then someone on the team takes a swing. They make a call without checking first, and it doesn't work out. The whole team is watching to see what happens next. That moment teaches more about ownership than any values poster, offsite, or engagement survey. How the leader reacts to failure communicates everything the team need

There's a whiteboard talk that makes the rounds on LinkedIn every few months. Simon Sinek draws two axes: performance and trust. Then he explains how the Navy SEALs pick their teams. They don't want the high performer with low trust. That person is toxic. They'll take the medium performer with high trust every time. Sometimes they'll even take a low performer with high trust. We agree with every word. Then we watched it again and saw the problem. The Static Dot Problem Every

Every new skill, system, or role costs performance before it pays it back. Most leaders know that. Few lead like they know it when the numbers drop. Here's how it usually goes. A team starts something new, and results dip. Errors go up. Speed goes down. Confidence wobbles. The leader sees the drop, reads it as a problem, and tightens control. More check-ins. More approvals. More correction. It feels responsible, but it's actually the fastest way to stall learning. The dip is

Every team has tension. Priorities compete, people see the same problem differently, ownership blurs, and expectations go unspoken. None of that means the team is broken; tension is what happens when capable people work hard on things that matter. The problem isn't tension. It's timing. The problem is when most leaders deal with it. They wait until tension becomes visible: a missed deadline, a blowup in a meeting, a strong performer who quietly disengages, a project that sudd

Amy Edmondson, Professor of Leadership and Management at the Harvard Business School and author of The Fearless Organization , set out to answer a simple question: Do high performing teams make fewer mistakes? She assumed it was a no-brainer. In her extensive study of hospital error rates, she compared reported error rates for high and low performing teams identified using a team diagnostic assessment. What she found initially seemed to suggest the opposite of what she expect

For decades, General Electric (GE) was an industrial titan, a symbol of American innovation and corporate prowess. Yet, by the mid-2010s, the company was in crisis. Its once-unshakeable stock price was plummeting, its debt was spiraling, and a sense of malaise had settled over its vast operations. Then, in October 2018, Larry Culp stepped in as CEO, ushering in an era that would fundamentally transform not just the company's balance sheet, but its very soul. Culp's arrival m

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The other day a friend of mine told me about a fast-food sign he saw. The sign read, “Start today. Get paid tomorrow.” We both had a good...

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93% of Americans say they hate the division in our country. Let that sink in… while we cannot agree on much, we are in near unanimous...