I began my tenure as CEO of Campbell Soup Company in 2001 with the mandate to turn around an iconic but struggling consumer products company. Soon after, I asked Gallup to conduct an engagement survey of our leadership to assess the level of personal commitment employees felt toward the organization and its goals. It’s an important thing to measure because companies with higher rates of engagement have been shown to meaningfully outperform those with low engagement. The results of Gallup’s initial survey of Campbell were very poor, among the worst they’d ever seen in the Fortune 500.