The Greatest Gift
What's the greatest gift an organization can give its employees? Higher pay? Better benefits? Unlimited PTO? Those are all great—but they're not the greatest.
The greatest gift any organization can give its employees is a truly effective supervisor.
Leadership Over Everything
Yesterday, I attended a conference in Danville, Virginia, hosted at the Institute of Advanced Learning and Research. It was an incredible event, and two speakers stood out. Elizabeth Veliz spoke about the "Retention Revolution"—and she nailed it. I agreed with every word. Then Christine Kennedy took the stage to discuss assessing today's leadership and workforce.
What struck me most? Not a single mention of processes, tactics, equipment, or capital budgets. The entire conversation centered on one thing: leadership. And that reinforced what I've known for decades—an organization's greatest gift to its employees is effective leadership.
But I'm not talking about someone with a title. I'm talking about a real leader—someone with both competence and character. A leader who is trustworthy, who builds meaningful relationships with employees, and who genuinely cares—not just about performance, but about people. Their families. Their well-being. A leader who speaks the truth and holds people accountable the right way.
The Common Thread in Every Turnaround
In over four decades of turning around struggling plants, one thing has been true every single time: Success starts with developing great supervisors. You can install the best systems, optimize processes, and upgrade technology, but without the right leaders, none of it will matter.
Let me share a quick example. I once worked with a manufacturing plant that was plagued by high turnover, safety issues, and missed production targets. The company had invested millions in new equipment and lean manufacturing processes, but the problems persisted.
What turned things around? We focused intensely on developing the frontline supervisors. We trained them in emotional intelligence, effective communication, and conflict resolution. Within six months, turnover dropped by 30%, safety incidents decreased by 50%, and productivity improved by 15%. The same employees, the same equipment—but with better leadership, everything changed.
This isn't just my opinion. Gallup research has consistently shown that managers account for at least 70% of the variance in employee engagement scores across business units. That's an astonishing figure when you think about it—70% of what makes employees engaged or disengaged comes down to their direct supervisor.
Leadership isn't one-size-fits-all. Every leader is different, with unique behavioral drives and perspectives. Understanding these differences is the foundation of real leadership development.
The Leadership Dilemma: Who Needs to Change?
Here's the dilemma: Supervisors want employees to change. Employees want supervisors to change. And as John D. Bassett III famously said, "Everyone is open to change—as long as someone else is doing the changing."
The real challenge? Leaders must start with themselves. Self-reflection and self-awareness aren't optional, they're mandatory. You may have poor-performing employees, but they are your responsibility, not your excuse.
Ask yourself: What message are your actions sending to your team? When was the last time you solicited honest feedback about your leadership style? How would your team describe your effectiveness if they could speak freely?
Leadership Truths to Live By
As a leader, your success is measured by your team's success, not your own.
Saying "I told you so" is the fastest way to lose trust.
Leadership isn't about gaining privileges; it's about sacrificing them.
Rules aren't enforced by leaders—they are lived by them.
Respect isn't demanded; it's earned through example.
A leader's job isn't to win arguments but to build people.
The best leaders take responsibility when things go wrong and give credit when things go right.
Your title might make you a boss, but only your actions make you a leader.
Leadership isn't about being right—it's about getting it right.
Great leaders don't create followers; they create more leaders.
And most importantly: You lose the right to get even. There will always be people who second-guess your decisions, challenge your authority, and even sabotage your efforts. But leadership means rising above it. You have to be the professional—even when others aren't.
Four Steps to Transform Leadership
1. Self-Awareness & Emotional Intelligence
Many leaders believe they're doing things the right way simply because it's how they've always done them. But leadership isn't about what's comfortable—it's about what's effective.
The first step? Self-awareness. Leaders must see themselves through the eyes of others, manage their emotions, and understand how those emotions impact their teams.
Research from TalentSmart found that 90% of top performers have high emotional intelligence, and they earn an average of $29,000 more per year than their low-EQ counterparts. The data is clear: emotionally intelligent leaders drive better results.
2. Mastering Conversations
Great leadership isn't just about what you say—it's about how you say it. Words matter but so do tone of voice and body language. Employees want to feel heard, understood, and valued. Every leader will face difficult conversations, but those conversations must follow a proven structure: Grace first. Truth second. Every time!
This is the pathway to "want to" vs. "have to".
Grace means listening, empathizing, and ensuring employees feel valued. Truth means setting clear expectations and holding people accountable in a way that's constructive, not punitive. When delivered in the right sequence, grace and truth transform how employees receive feedback—and ultimately, how they perform.
3. Building Healthy Leadership Habits
Leadership is about influence, not power. Every supervisor must understand that employees fall into different levels of engagement. Strong leadership habits ensure engagement grows across the organization. Some key leadership principles include:
Leading by example
Setting clear expectations
Recognizing and rewarding the right behaviors
Providing consistent coaching and feedback
A study published in the Harvard Business Review found that employees who receive regular feedback from their managers are 3.5 times more likely to be engaged than those who don't. The most effective leaders make feedback a habit, not an event.
4. Addressing Toxic and Non-Performing Employees
Toxic employees and non-performers drain workplace engagement. Addressing these individuals requires the same conversation model—but with a higher level of accountability. Leaders must be equipped to have tough conversations with those who are disruptive or divisive. These discussions aren't easy, but they are necessary to protect the health of the team and the organization.
Research from Harvard Business School has shown that avoiding a toxic employee can save a company more than twice as much as the returns from hiring a star performer. That's right—addressing toxicity yields more financial benefit than hiring top talent.
The Bottom Line: Engagement Starts with Supervisors
Employee engagement isn't about perks, free lunches, or ping-pong tables. It's about the emotional connection employees have with their company. And that connection doesn't start with HR, executive leadership, or corporate mission statements. It starts with their direct supervisor.
A great supervisor is the greatest gift an organization can give its employees. They shape the employee experience, define workplace culture, and determine whether an organization thrives or struggles.
Measuring Leadership Effectiveness
How do you know if your leadership development efforts are working? Look for these measurable indicators:
Retention rates - Teams with effective leaders typically have lower turnover
Employee engagement scores - Regular pulse surveys can track improvements
Productivity metrics - Compare team performance before and after leadership development
Internal promotions - Great leaders develop future leaders
Conflict reduction - Track HR complaints and resolution rates
Your Leadership Call-to-Action
I challenge you to make leadership development your organization's top priority for the next six months. Identify your supervisors' strengths and growth areas. Invest in their development through structured training, coaching, and mentoring opportunities. Create accountability by measuring the impact.
Start today by scheduling one-on-one time with each of your supervisors. Listen to their challenges, provide specific feedback, and co-create development plans. Don't wait for an engagement crisis—be proactive about building leadership capacity at every level.
Your organization's success depends on it. Coach, coach, and coach some more. By prioritizing leadership development, engagement will take care of itself, and your bottom line will reflect it.
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