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There are some intriguing concepts and insights that Sean Covey (and the other authors) had in the book, 4 Disciplines of Execution. He has a very extensive background as a business executive and has had his program utilized by some very large, multi-national (and even international) companies.

The fundamental problem they define is this: Many executives and employees know their general strategy; they simply fail in the execution phase of their goals. Execution fails for 3 reasons:

Ambassador Search Group serves our clients best by focusing on introducing the best people we can find to our clients and advising them on interviewing, assessing, hiring, and managing them. Note though, we are only in charge of the introduction process. We don’t make the hiring decision and we don’t manage employees. As Gallup astutely points out, performance is a management problem.

I was just asked "How should we digitize tracking employee engagement to reduce the management burden?"

There is a dangerously flawed assumption in this question that engagement can be digitized.

Companies are ultimately reflections of their owners. You should consider what it is about your core values which influence your culture which influences your operations which influences the daily workflow, which influences how people are treated, and consequently, how they feel about working there. People want to be proud of their work and company.

The term "It's just business" is confusing.

Should business relationships and personal relationships stay separate? 

Is it okay then to behave in a different manner than one would towards their personal relationships?

Example #1

[Name]

[Company]

[Address]

[City, State Zip Code]

Dear [Name],