The Differentiator Between Good and Great


What is the nature of “enabled success?”

Looking at businesses as they grapple with a rapidly changing landscape, there is no shortage of organizational approaches that are as different as they are unique. But are they right? Despite the proliferation of theories and methods, research continues to confirm that as a foundation, employee engagement and performance leadership are the core of an organizational design built to succeed.

The latest evidence comes from detailed research by Gallup, laid out in a recent article, “Seven Things Great Employers Do (That Others Don’t).” The first factor? Having involved leaders who want to improve.

Leaders’ own attitudes, beliefs and behaviors have powerful trickle-down effects on their organizations’ cultures. Leaders of great workplaces don’t just talk about what they want to see in management ranks – they model it and keep practicing to get better at it every day with their own teams.”

At Aplin, we call this “amplifying executive leadership,” and it lies at the heart of our PASS performance engineering discipline, where our vigorous designs and scientific discipline combine to enhance executive insight and capability to tangibly improve organizational performance.

In its research, Gallup noted that, “Many [companies] make the mistake of prioritizing the easy, shiny stuff – hip office space, remote work arrangements and inventive benefits – over the elements that will strengthen emotional ties and connect employees more deeply to their managers, team and companies…[A] job has the potential to be at the part of a great life, but only if its holder is engaged at work.”

At Aplin, we could not agree more. The natural tendency of growing organizations is to place ever more significant barriers between people: management to employees; departments to departments; staff to staff.  This organizational static serves to inhibit rather than enhance work, and impacts its relative value by both management and employees. The key is to establish, maintain and deepen communication between all staff. Aplin’s focus on “humanizing” work unlocks the “captive value” in human capital, releasing the full expression of capability that is present in every organization. It is an institutional force multiplier that assures results.

If these are the kind or results your organization seeks, let’s talk about how Aplin can work with you to enable success.  Read Gallup’s article here:






By | April 28, 2014 | | 0 Comments

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