Gary Winters

Coach  Workshop Facilitator Author

Are your employees engaged?


You hear the word everywhere these days. As a buzz word, engagement may be the new empowerment. But what is it?

An “engaged employee,” says Wikipedia, “is one who is fully involved in, and enthusiastic about their work, and thus will act in a way that furthers their organization’s interests. … Engagement is distinctly different from employee satisfaction, motivation and organizational culture.”

Kevin Kruse, in, defines engagement as “the emotional commitment the employee has to the organization and its goals.”  Again, it’s not about employee satisfaction or employee happiness, “This emotional commitment means engaged employees actually care about their work and their company. They don’t just work for a paycheck, or just for the next promotion, but work on behalf of the organization’s goals.” Kruse cites research showing companies with engaged workers have 6% higher net profit margins.

Are your employees engaged? Do they feel engaged?

“Fifty-seven percent of U.S. employees are moderately or highly engaged, an increase from 47% that we found last year,” says a January, 2013, report by the Temkin Group, which says that employee engagement has increased over the past year.

“Companies that outperform their peers in financial performance and customer experience have considerably more engaged workforces,” the Temkin Group report says. “Why does that matter? Because highly engaged employees try harder, recommend the company, help others, and take less sick time.”

How was “engagement” measured?

Temkin researchers asked 2,400 U.S. employees to rate the following statements:

  • I understand the overall mission of my company
  • My company asks for my feedback and acts upon my input
  • My company provides me with the training and tools that I need to be successful.

If I wandered through your organization and talked with random employees, would I find that most of them could tell me the mission of the organization? Would they tell me that their organization welcomes and responds to their feedback. Would they tell me they get the training they need?

If not, what can you do to change these things?

“What ELSE Your Boss Never Told You” is the sequel to the very popular “What Your Boss Never Told You.” Packed inside are more tips, techniques, and insights about the challenging, but rewarding leadership position.

“What ELSE Your Boss Never Told You” is written in a conversational tone, as though you and the author were enjoying a cup of coffee and talking about the issues that emerge for new leaders. It stands alone, and/or could be read before or after the first volume, “What Your Boss Never Told You.” You can start with any chapter and read in any order you like.

if you search for a book on management, you’ll find a staggering 600,000+ books currently available. How can you narrow that down? “What Your Boss Never Told You” is the best place to start.

No textbook here – this book is short and sweet. It’s designed to help you “unpack” your new job and be effective from the first day with your new team. It contains twenty-one chapters filled with the wisdom Winters has gathered from real managers – effective, successful leaders in organizations much like yours.

Leaders make decisions every day – big and small. Most know that if they include others in the decision-making process, the quality of those decisions – and the commitment to them – will likely improve. That said, they also know it’s impractical, if not impossible, to include others in every decision they confront.

“To Do or Not To Do” tackles the question of when to make decisions on your own, and when to involve your team. It gives you a deceptively simple but proven method to determine, when you are facing a difficult decision, how to decide how to decide.

Far too many meetings are dreadful, mind-numbing, energy-draining, productivity-sapping, colossal wastes of time. As someone once said, “To kill time, a meeting is the perfect weapon.”

Here’s the deal: if you’re willing to learn and apply the techniques in “So, How Was Your Meeting?”, you’ll call fewer meetings, while vastly improving the ones you do lead. They’ll take less time, have more balanced participation, produce better decisions, and result in concrete action items for follow-up afterwards.

While there are thousands of books written for people about to retire, this may be the only book for people who manage soon-to-retire employees. Written in a casual, conversational style, “Managing the Soon To Retire Employee” will give you everything you need to know to move forward with confidence and grace.

You can be successful with Sooners. It won’t happen by chance, and it’s not a matter of pulling some management “trick” out of your hat. But you can learn how to do it, and you can apply what you’ve learned right away.

Managing friends or former peers can be awkward. When you become the boss, everything about these relationships can suddenly be uncomfortable. There’s a new set of ground rules to establish – as manager, you are going be accountable for the work performance of friends or former co-workers on the team, and they are going to have to adjust to the fact that they now report to you. Everyone involved can feel awkward and hesitant about the future. 

Have you been approached by management with an offer to promote you to supervision? Or, are you mulling over the possibility for the future? Find yourself not sure whether to accept the promotion?

If so, you’ve come to the right place. Help! They Want to Make ME a Supervisor will help you sort out a very big question: Should you accept the offer to become a supervisor? Once you’ve read this book, you’ll be confident that you’ve made the best decision for you and for your organization.