Employee engagement means organizational success. The most recent Gallup poll, which studied about 196,000 American workers, described how companies with the most engaged employees had the best outcomes. In fact, the companies in the top quartile for engagement reported that on average, 70% of their employees felt engaged. Yet the average for U.S. companies is only 33%. Those in the top quartile of engagement, when compared to the bottom quartile, had 20% higher comparative sales, 17% higher productivity and 21% higher profitability. They also had 42% lower absenteeism and turnover (59% lower for low-turnover organizations like credit unions).

Looking beyond the 33% group of engaged employees, we find another 51% who reported that they were not engaged, just “present.” Exceptionally concerning is that 16% are actively disengaged. This unhappy group diminishes productivity and is a drag on those who are engaged. Imagine how well organizations would function if the vast majority of employees appreciated their work and wanted to contribute. What if the numbers of “just present” and disengaged employees were converted to engaged? If your organization is not in the top quartile of engagement, it is time to take action.

A culture of engagement starts at the top. One of the most effective methods to increase engagement is a tool that senior executives themselves use: Coaching for enhanced performance. A Stanford Business School survey of CEOs, directors and senior executives found that nearly all the CEOs thought that being coached would be valuable for themselves. About one-third of the CEOs and half of the senior executives were already receiving coaching from outside consultants. They felt that coaching could improve their skills for team building, leadership, delegation, conflict management, talent development and mentoring.