Creating Space for Better Managers: The Story Behind Gallup's 70%

Leading With VOICCE® Series.

Have you ever seen a member of your team show up in a powerful, impactful, capable way in one role or project, and then, surprisingly, seem to be completely detached, disconnected, or otherwise not delivering? I have. I've also been that team member. I didn't know it at the time, but it wasn't a fluke. In large part, it was a gap in the way I was being supported.

We've all heard the stat from Gallup: Research shows that managers account for at least 70% of the variance in team employee engagement scores. Many of us hear that and internally say something like, "That tracks." If you've nodded along to this metric without fully understanding it, you are not alone. It's valid, but the deeper question is, do we understand why?

Oftentimes, this stat gets interpreted as "managers influence 70% of a team's engagement." Close, but not quite.

Here's what it actually measures: imagine two teams. Same company, same pay structure, same resources, but different managers. Their engagement scores land in very different places, one closer to "engaged," the other closer to "not engaged."

That gap between them is what the stat is describing. Roughly 70% of it traces back to who's leading the team - not the org chart, not the perks, not the mission statement on the wall. The manager.

There are 12 proprietary elements Gallup is using to measure engagement:

1. I know what is expected of me at work.

2. I have the materials and equipment I need to do my work right.

3. At work, I have the opportunity to do what I do best every day.

4. In the last seven days, I have received recognition or praise for doing good work.

5. My supervisor, or someone at work, seems to care about me as a person.

6. There is someone at work who encourages my development.

7. At work, my opinions seem to count.

8. The mission or purpose of my company makes me feel my job is important.

9. My associates or fellow employees are committed to doing quality work.

10. I have a best friend at work.

11. In the last six months, someone at work has talked to me about my progress.

12. This last year, I have had opportunities at work to learn and grow.

As I look across many of these elements, I can mentally draw a clear line of distinction between when I was operating at my best and when I was struggling. This is not to point fingers or place blame, but to elevate just how critical the role of a direct manager is for creating the best outcomes possible. I can distinctly remember when my role felt challenging, or even unbearable at times - yet my direct manager encouraged my development. Even when I didn't have all the answers, my opinion counted. And even when I was still finding my way, I knew what was expected of me. These things mattered to me then, and they matter to our teams now.

The difference in the spread across these scores is what gives Gallup the insight around the 70% variance. Note that the Gallup Q12 items are legally protected, so although you can't administer this survey directly without written consent, you absolutely can start to think about teams that appear to have stronger engagement vs weaker engagement. Which elements seem to be lacking focus from the managers?

The good news?

All organizations have the opportunity to create a shift that better supports their managers and the teams that rely on them.

Many organizations invest significantly in large-scale training programs. However, the one frustration I've consistently heard from clients and former colleagues is that few organizations dedicate the necessary time and resources to building people managers' leadership skills.

How many of these 12 things has your organization tried to fix with a program, instead of building into how your managers actually show up?

For many ambitious leaders, presence isn't a default trait. Responding to pressure is. But what happens when that response shifts from productive to reactive? Furthermore, a strong mission statement or set of company values may bring great people in the door, but it won't help them feel valued during times of uncertainty and change - managers do.

This is the gap most leadership development misses. It trains managers to run better meetings or approach sales and negotiation more effectively, but it rarely asks what condition the manager is in to begin with. That's the piece we built VOICCE® around. Strong leaders lead from the inside out - with clarity, intention, and authenticity. Strong organizations lead the same way - from within.

Next week we go deeper. We explore the piece almost nobody talks about: managers can't give their teams what they don't have themselves.

Stay tuned.

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Tian Philson - Leadership Transformation & Decision-Making Coach | Creator of the VOICCE® Decision Making & Empowerment Framework | Helping leaders go inward so they can go upward.