Organizational Performance

The data that got my attention Gallup’s 2025 State of the Global Workplace report ties the second consecutive year of falling engagement to a collapse in manager wellbeing. Global employee engagement fell to 20%, and

Manager workloads are stretching beyond sustainable limits. New Gallup research shows average spans of control climbing while manager engagement falls, a combination that threatens productivity, retention, and decision quality across organizations. The data that got

The data that got my attention Gallup’s 2026 State of the Global Workplace report contains a number that should change how leadership teams think about capacity. Global manager engagement fell from 31% in 2022 to

Gallup’s 2026 State of the Global Workplace report finds global employee engagement at 20% in 2025, the lowest level since 2020. The more striking number sits one level up the org chart: manager engagement has

Global employee engagement has reached its lowest point in five years, and the most surprising driver is not frontline turnover or remote-work fatigue. New Gallup data shows that manager burnout is collapsing the engagement premium

Gallup’s 2026 State of the Global Workplace report shows global employee engagement fell to 20% in 2025, the lowest reading since 2020 and the first back-to-back annual decline since 2009. The hidden driver is manager

Global employee engagement has fallen for a second straight year, according to Gallup’s latest workplace data. The drop puts renewed pressure on leaders who are already managing AI rollouts, return-to-office mandates, and tighter budgets. The

Gallup’s 2026 State of the Global Workplace report delivers a sobering milestone. Global employee engagement fell to 20% in 2025, the lowest since 2020 and the second consecutive year of decline. This is the first

Gallup’s State of the Global Workplace 2026 report landed with a warning that many leadership teams missed. Global employee engagement fell to 20% in 2025, the lowest since 2020. The bigger story sits underneath that

Mixed-style teams can solve complex problems up to three times faster than cognitively uniform teams, but only if leaders make those differences visible and manageable. Research across strategic execution, corporate innovation, and team behavior shows