Master Class Strategies for Re-engagement January 2013

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This is the slide deck from Master Class on re-engaging employees. It includes the ABC analysis of engagement--A (for antecedents and attitudes), B (for behaviors), and C (for consequences of behaviors)--on each of the five tiers of engagement: creative engagement, active engagement, passive engagement, passive disengagement, and active disengagement. It also includes practical strategies for boosting engagement, especially from passive disengagement to passive engagement and from passive engagement to active engagement.

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  • Anticipating issues or customer qualms, preventing problems
  • Master Class Strategies for Re-engagement January 2013

    1. 1. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.unauthorized reproduction or presentation is strictly prohibited
    2. 2. What Strategies Can We Useto Re-engage People?
    3. 3. Remember What It TakesNothing of much consequence has ever been achieved, and nothingof much value has ever been created, that wasn‟t, at some time . . . • the point of someone‟s single-minded, intense focus • the object of someone‟s deep curiosity • the subject of someone‟s consuming passion • the product of someone‟s persevering courage © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    4. 4. Engagement _______________________A culture of discretionary effort—focus, curiosity,passion, and courage—that partners bring to theirwork in support and service to the organization, its purpose, and its customers.
    5. 5. Pyramid of Engagement Creative Engagement Active Engagement © Copyright 2013 Arceil Leadership Ltd. All rights reserved. Passive Engagement Passive Disengagement Active Disengagement
    6. 6. Pyramid of Engagement Creative Engagement © Copyright 2013 Arceil Leadership Ltd. All rights reserved. Active Engagement Passive Engagement Passive Disengagement Active Disengagement
    7. 7. Top Tier: Creative EngagementExamples: Google, Nordstrom, Skunk Works, Apple, Ritz-Carlton, Mayo Clinic, Berkshire-Hathaway, Gates Foundation, BMW, Nobel laureates, Medal of Honor recipients, James Cameron crews, Zappos, Pulitzer Prize winnersMarkers: Spirited collaboration, innovation, zeal, high ideals, creativity, energy, preoccupation with customersCulture: Vision-driven cohesion, individuals identify with groupThreats: Resting on laurels, believing their own „press‟Leverage: Balancing pride and humility, reinforcing the mission, constant support and reminders of purpose and ideal, system and processes reinforce strategy © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    8. 8. Pyramid of Engagement Creative Engagement © Copyright 2013 Arceil Leadership Ltd. All rights reserved. Active Engagement Passive Engagement Passive Disengagement Active Disengagement
    9. 9. High Tier: Active EngagementExamples: Starbucks, Target, Singapore Airlines, Wegmans, REI, Mormon Tabernacle Choir, Tea Party, Container Store, victorious sports teams and political campaigns, 3M, Yum! Brands, Salvation Army, top universities, AFLACMarkers: Clear expectations and systematic support of people; teamwork; anticipation of issues; benefit of doubtCulture: Premium on service /quality, achievement-based hiringThreats: Pressure on profit margins, RiFs, neglecting peopleLeverage: High performance people policies and practices, plus- market compensation, extensive and explicit training © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    10. 10. Pyramid of Engagement Creative Engagement Active © Copyright 2013 Arceil Leadership Ltd. All rights reserved. Engagement Passive Engagement Passive Disengagement Active Disengagement
    11. 11. Middle Tier: Passive EngagementExamples: Discount stores, fast food, gas stations, Post Office, typical department stores, most hotels, banks, government agencies, manufacturing environmentsMarkers: Employees appear bored, lethargic; lack of initiative and urgency; absence of teamwork; passive supportCulture: Sluggish, bureaucratic, too easy on underperformersThreats: Silos, low expectations, heavy administrative burdensLeverage: Restoring purpose and urgency, responding to issues © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    12. 12. Pyramid of Engagement Creative Engagement Active © Copyright 2013 Arceil Leadership Ltd. All rights reserved. Engagement Passive EngagementPassive Disengagement Active Disengagement
    13. 13. Low Tier: Passive DisengagementExamples: United Airlines, AT&T, Motorola, Toyota, BlockBuster, Colgan Air, Dell, LA Metro train engineer, Delta pilots, mining industry, BPMarkers: Complacency, fear, inattention, lack of accountability, disregard for customers, lethargy, priority to selfCulture: Erosion of values, small vision, loss of purposeThreats: Surrender, repeated restructurings, huge bonusesLeverage: External perspective, strategic triage, new ideas, restoring connections, empathic leadership, training © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    14. 14. • In U.S. alone, 4,547 workplace fatalities occurred in 2010—or 18.9 deaths per business day• U.S. companies report 3.3 million workplace injuries per year—or 13,750 injuries per business day• Liberty Mutual study in 2010 found that debilitating injuries cost U.S. companies $53 billion per year © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    15. 15. Pyramid of Engagement Creative Engagement Active © Copyright 2013 Arceil Leadership Ltd. All rights reserved. Engagement Passive Engagement Passive Disengagement Active Disengagement
    16. 16. Bottom Tier: Active DisengagementExamples: Enron, Lehman Brothers, fallen politicians and clergy, Goldman Sachs, drinking U.S. Air pilots, Health South, New Orleans Saints defensive coach Gregg Williams, AIG, JetBlue flight attendant Steven SlaterMarkers: Neglect of norms and priorities, reckless haste, casting blame, gross irresponsibility, obstructionismCulture: Resentment, greed, internal combat, sabotage, anomieThreats: Worst-case scenario already, but despair and paralysisLeverage: Cleaning house, selective salvaging, starting over © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    17. 17. Pyramid of Engagement Creative Engagement Active © Copyright 2013 Arceil Leadership Ltd. All rights reserved. Engagement Passive Engagement Passive Disengagement Active Disengagement
    18. 18. Gear Box for Engagement Awareness Understanding Acceptance Commitment(5.0) OverdriveCreative Engagement Focus Curiosity Passion Courage Attention Clarity Trust Cooperation(4.0) DriveActive Engagement Acquaintance Familiarity Ambivalence Inertia(3.0) NeutralPassive Engagement Distraction Confusion Apathy Neglect(2.0) ParkPassive Disengagement Alienation Denial Cynicism Resistance(1.0) ReverseActive Disengagement © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    19. 19. Gear Box for Engagement Awareness Understanding Acceptance Commitment(5.0) OverdriveCreative Engagement Focus Curiosity Passion Courage Attention Clarity Trust Cooperation(4.0) DriveActive Engagement Acquaintance Familiarity Ambivalence Inertia(3.0) NeutralPassive Engagement Distraction Confusion Apathy Neglect(2.0) ParkPassive Disengagement Alienation Denial Cynicism Resistance(1.0) ReverseActive Disengagement © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    20. 20. Gear Box for Engagement Awareness Understanding Acceptance Commitment(5.0) OverdriveCreative Engagement Focus Curiosity Passion Courage Attention Clarity Trust Cooperation(4.0) DriveActive Engagement Acquaintance Familiarity Ambivalence Inertia(3.0) NeutralPassive Engagement Distraction Confusion Apathy Neglect(2.0) ParkPassive Disengagement Alienation Denial Cynicism Resistance(1.0) ReverseActive Disengagement © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    21. 21. Gear Box for Engagement Awareness Understanding Acceptance Commitment(5.0) OverdriveCreative Engagement Focus Curiosity Passion Courage Attention Clarity Trust Cooperation(4.0) DriveActive Engagement Acquaintance Familiarity Ambivalence Inertia(3.0) NeutralPassive Engagement Distraction Confusion Apathy Neglect(2.0) ParkPassive Disengagement Alienation Denial Cynicism Resistance(1.0) ReverseActive Disengagement © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    22. 22. Five Tiers of Engagement Passive Passive Engagement Disengagement Active Engagement © Copyright 2013 Arceil Leadership Ltd. All rights reserved. Active CreativeDisengagement Engagement ~10% ~30% ~40% ~15% ~5% approximate distribution of companies (median of ground-level people)
    23. 23. Gear Box for Engagement Awareness Understanding Acceptance Commitment Focus Curiosity Passion Courage(5.0) OverdriveCreative Engagement(4.0) DriveActive Engagement Attention Clarity Trust Cooperation(3.0) NeutralPassive Engagement Acquaintance Familiarity Ambivalence Inertia(2.0) ParkPassive Disengagement Distraction Confusion Apathy Neglect(1.0) ReverseActive Disengagement Alienation Denial Cynicism Resistance © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    24. 24. Five Tiers of Engagement Passive Passive Engagement Disengagement Active Engagement © Copyright 2013 Arceil Leadership Ltd. All rights reserved. Active CreativeDisengagement Engagement approximate distribution of companies (median of ground-level people)
    25. 25. Gear Box for Engagement Awareness Understanding Acceptance Commitment Focus Curiosity Passion Courage(5.0) OverdriveCreative Engagement(4.0) DriveActive Engagement Attention Clarity Trust Cooperation(3.0) NeutralPassive Engagement Acquaintance Familiarity Ambivalence Inertia(2.0) ParkPassive Disengagement Distraction Confusion Apathy Neglect(1.0) ReverseActive Disengagement Alienation Denial Cynicism Resistance © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    26. 26. Five Tiers of Engagement Passive Passive Engagement Disengagement Active Engagement Active CreativeDisengagement Engagement approximate distribution of companies (median of ground-level people) © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    27. 27. Distribution of People Engagement United States WorldwideCreative Engagement 28 % 21 %Active EngagementPassive Engagement 41 % 54 %Passive Disengagement 38 %Active Disengagement 18 % Sources: Gallup, Towers Watson
    28. 28. Distribution of People Engagement United States WorldwideCreative Engagement 28 % 21 %Active EngagementPassive Engagement 41 % 54 %Passive Disengagement 38 %Active Disengagement 18 % Sources: Gallup, Towers Watson
    29. 29. Gear Box for Engagement Awareness Understanding Acceptance Commitment Focus Curiosity Passion Courage(5.0) OverdriveCreative Engagement Attention Clarity Trust Cooperation(4.0) DriveActive Engagement Acquaintance Familiarity Ambivalence Inertia(3.0) NeutralPassive Engagement Distraction Confusion Apathy Neglect(2.0) ParkPassive Disengagement Alienation Denial Cynicism Resistance(1.0) ReverseActive Disengagement © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    30. 30. Creative Engagement• Intense focus on purpose of the work, needs of customer• Probing curiosity to solve problems, serve people better• Zealous passion for the particular work and its products• Persevering courage to change habits, explore new possibilities What are the consequences of all this on the business? What common behaviors account for this? What are the attitudes and antecedents that drive it? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    31. 31. Creative Engagement Consequences• Delighted customers talk up experiences• Lower marketing costs, better marketing• Self-sustaining improvement to reputation• High adaptability to change• Faster growth, more strategic partnerships• Very high levels of partner retention• Ease in hiring best and brightest Ritz-Carlton motto © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    32. 32. Creative Engagement Behaviors• Creative energy identifying, attacking challenges• Lots of careful attention to detail• Devotion to satisfying the needs and preferences of customers• Appreciating the humanity of customers, partners• Deep, abiding identification with the nobility of the work• Mentoring young colleagues in the legacy of the organization• Always elevating high standards of performance even higher © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    33. 33. Creative Engagement Attitudes and Antecedents• A large, compelling purpose• A culture of servant leadership• Respect for individual judgment• Broad empowerment drives down decisions• Hiring for an inner drive to excel and to please• Strategy has plain implications on day-to-day work• Very high levels of mutual trust, confidence, and affinity © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    34. 34. Gear Box for Engagement Awareness Understanding Acceptance Commitment Focus Curiosity Passion Courage(5.0) OverdriveCreative Engagement Attention Clarity Trust Cooperation(4.0) DriveActive Engagement Acquaintance Familiarity Ambivalence Inertia(3.0) NeutralPassive Engagement Distraction Confusion Apathy Neglect(2.0) ParkPassive Disengagement Alienation Denial Cynicism Resistance(1.0) ReverseActive Disengagement © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    35. 35. Active Engagement• Full attention to purpose and priorities of the business• Real clarity on goals, strategies, day-to-day priorities• Basic trust and confidence in organization and unit leadership• Ready cooperation with customer wishes, changing needs What are the consequences of all this on the business? What common behaviors account for this? What are the attitudes and antecedents that drive it? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    36. 36. Active Engagement Consequences• High levels of customer satisfaction• Readiness for change• Capacity for continuing professional growth• Low turnover, low cost of retention• Competitive advantage in hiring © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    37. 37. Active Engagement Behaviors• Volunteering for special projects• Getting onboard early with initiatives• Appreciating customers as the purpose of work• Adhering to process, especially quality and safety• Respect for deadlines, budgets, quotas, speed © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    38. 38. Active Engagement Attitudes and Antecedents• Clarity and credibility of leadership direction• Foundation in genuine values• Enthusiasm for product or service (whatever it is)• Pride in quality of work for the sake of work• Willingness to be influenced• Both professional and personal sources of self-worth• High levels of trust, confidence, and affinity © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    39. 39. Distribution of People Engagement United States WorldwideCreative Engagement 28 % 21 %Active EngagementPassive Engagement 41 % 54 %Passive Disengagement 38 %Active Disengagement 18 % Sources: Gallup, Towers Watson
    40. 40. Gear Box for Engagement Awareness Understanding Acceptance Commitment Focus Curiosity Passion Courage(5.0) OverdriveCreative Engagement Attention Clarity Trust Cooperation(4.0) DriveActive Engagement Acquaintance Familiarity Ambivalence Inertia(3.0) NeutralPassive Engagement Distraction Confusion Apathy Neglect(2.0) ParkPassive Disengagement Alienation Denial Cynicism Resistance(1.0) ReverseActive Disengagement © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    41. 41. Active Disengagement• Complete alienation from business purpose and priorities• Abject denial of leadership‟s direction and intent• Bitter cynicism that assumes the worst of leaders• Obstinate resistance to change; even contempt for leadership What are the consequences of all this on the business? What common behaviors account for this? What are the attitudes and antecedents that drive it? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    42. 42. Active Disengagement Consequences • Real risk of unionization or job actions • Potential for product sabotage • Erosion of markets, prospects for growth • Alliances and partnerships are difficult • Damage to public reputation • Severe problems in attracting talent © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    43. 43. Active Disengagement Behaviors• Ignorance and even disregard for initiatives, priorities, work rules• Blaming leaders, peers, or subordinates for own shortcomings• Open contempt for stated values, vision, mission• Flagrant disdain for authority, law, contractual obligations• Willful violation of safety procedures (e.g. lockout/tagout)• Reckless disregard for quality, even sabotage of work products © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    44. 44. Active Disengagement Attitudes and Antecedents• Resentment, hostility, anger• Repeated threat or reality of layoffs• Long periods without pay raises, contracts• Golden parachutes for poor senior management• Reneging on promises (e.g., pension contributions)• Collapse of trust, confidence, and affinity © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    45. 45. Distribution of People Engagement United States WorldwideCreative Engagement 28 % 21 %Active EngagementPassive Engagement 41 % 54 %Passive Disengagement 38 %Active Disengagement 18 % Sources: Gallup, Towers Watson
    46. 46. Gear Box for Engagement Awareness Understanding Acceptance Commitment Focus Curiosity Passion Courage(5.0) OverdriveCreative Engagement Attention Clarity Trust Cooperation(4.0) DriveActive Engagement Acquaintance Familiarity Ambivalence Inertia(3.0) NeutralPassive Engagement Distraction Confusion Apathy Neglect(2.0) ParkPassive Disengagement Alienation Denial Cynicism Resistance(1.0) ReverseActive Disengagement © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    47. 47. Passive Disengagement• Frequent distraction from the demands of work• Chaotic confusion over business goals, strategies, priorities• Numbing apathy to the organization and its customers• Careless neglect for quality of service and workmanship What are the consequences of all this on the business? What common behaviors account for this? What are the attitudes and antecedents that drive it? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    48. 48. Passive Disengagement Consequences • Injuries and fatalities on the job • Erosion of market share • High costs of marketing • People balk at new technology • Slow response to strategic opportunities • Best partners flee to better work places • Difficulty in hiring; paying at a premium © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    49. 49. Passive Disengagement Behaviors• Performing bare minimum of work, if that• Ignoring business communications and policies• Neglecting or showing disrespect to customers• Griping and grouching, even in presence of customers• Lack of preparation, lapses in following rules and procedures• Absenteeism and tardiness, inadequate sleep, appearance issues• Fear of offering suggestions, reluctance to ask clarifying questions © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    50. 50. Passive Disengagement Attitudes and Antecedents• Reliance on cascading and spin feeds the rumor mill• Inconsistent focus on strategic goals• Lack of empathy, commitment to partners• People lose regard for value and purpose of work• Low levels of trust, confidence, and affinity © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    51. 51. Gear Box for Engagement Critical Care in Generic Markets Awareness Understanding Acceptance Commitment Focus Curiosity Passion Courage(5.0) OverdriveCreative Engagement Attention Clarity Trust Cooperation(4.0) DriveActive Engagement Acquaintance Familiarity Ambivalence Inertia(3.0) NeutralPassive Engagement Distraction Confusion Apathy Neglect(2.0) ParkPassive Disengagement Alienation Denial Cynicism Resistance(1.0) ReverseActive Disengagement © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    52. 52. Passive Disengagement Critical Care in Commodity Businesses• Make this the focus of your engagement effort• Initiate dialogue and brace yourself for back talk• Look in the mirror for root causes to issues• Find quick-action items but continue working• Look for systemic issues: staffing, support, compensation• Identify and exit people with toxic attitudes• Find individuals who want to be and do more, bring in to fold• Provide training, coaching, resources; make work fun• Care about people, and show that you care © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    53. 53. Gear Box for Engagement Awareness Understanding Acceptance Commitment Focus Curiosity Passion Courage(5.0) OverdriveCreative Engagement Attention Clarity Trust Cooperation(4.0) DriveActive Engagement Acquaintance Familiarity Ambivalence Inertia(3.0) NeutralPassive Engagement Distraction Confusion Apathy Neglect(2.0) ParkPassive Disengagement Alienation Denial Cynicism Resistance(1.0) ReverseActive Disengagement © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    54. 54. Passive Engagement• Passing acquaintance with business needs, strategies, priorities• Routine familiarity with day-to-day requirements of the job• Swiveling ambivalence and complacency over what is important• Coasting inertia and lack of energy for the work at hand What are the consequences of all this on the business? What common behaviors account for this? What are the attitudes and antecedents that drive it? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    55. 55. Passive Engagement Consequences © Copyright 2013 Arceil Leadership Ltd. All rights reserved.• Customer experience invites competition• Growth stagnates and erodes• High potential leaders depart• Customer churn requires more marketing• Employees resist change• Challenges in retention and recruitment
    56. 56. Passive Engagement Behaviors• Lack of energy and initiative• Non-strategic work activity, busy work• Boring routine sets in, becomes the norm• © Copyright 2013 Arceil Leadership Ltd. All rights reserved. Missed deadlines, tardiness for meetings• Counting days aloud to vacation or retirement• Complacency, isolation, psychic absenteeism• Perfunctory adherence to rules and procedures• Reluctance to take on new projects, attend training
    57. 57. Passive Engagement Attitudes and Antecedents• Little sense of urgency• No real expectation of excellence• Employees feel ignored and forgotten• Lack of coaching, mentoring, and support• Perceptions, feelings of second-tier status• Compromises on trust, confidence, and affinity © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    58. 58. Gear Box for Engagement Critical Care for Competitive Advantage Awareness Understanding Acceptance Commitment Focus Curiosity Passion Courage(5.0) OverdriveCreative Engagement Attention Clarity Trust Cooperation(4.0) DriveActive Engagement Acquaintance Familiarity Ambivalence Inertia(3.0) NeutralPassive Engagement Distraction Confusion Apathy Neglect(2.0) ParkPassive Disengagement Alienation Denial Cynicism Resistance(1.0) ReverseActive Disengagement © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    59. 59. Passive EngagementCritical Care for Competitive Advantage • Make this the focus of engagement effort • Examine organization and teams for „vital signs‟ • Review all systems: staffing, support, compensation • Set and monitor KPIs for people and teams • Ramp up intensive training, coaching, resources • Celebrate participation and little victories in a big way • Praise effort, reward results • Create individual visions and goals, watch progress © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    60. 60. Wrong Way Don’t Make These Common Mistakes• Communication by a single announcement (invisible ink)• Cascading strategic messages one level at a time• Cliché-ridden visions, plastic or boilerplate values• Tin ear for nuance and complexity• Failure to manage implicit communication you already own• Hoarding information in middle management• Lack of explanations, context, stories, metrics, metaphors• No effort to grasp and manage the metamessage © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    61. 61. Right Way Consider These Alternatives• Fully sharing strategic information with partners• Collaboratively revisiting foundational statements• Illustrating appeal of competitors‟ products• Moving to group-based hiring to ensure compatibility• Addressing sensitive issues with candor, integrity, humor• Setting aside regular staff time and resources for innovation• Nurturing sense of community with special activities• Arranging “meet the customer” days or mechanisms• Celebrating real contributions to success © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    62. 62. Gear Box for Engagement Awareness Understanding Acceptance Commitment(5.0) Overdrive Focus Curiosity Passion Courage(4.0) Drive Attention Clarity Trust Cooperation(3.0) Neutral Acquaintance Familiarity Ambivalence Inertia(2.0) Park Distraction Confusion Apathy Neglect(1.0) Reverse Alienation Denial Cynicism Resistance © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    63. 63. Gear Box for Engagement Awareness Understanding Acceptance Commitment Focus Curiosity Passion Courage(5.0) OverdriveCreative Engagement(4.0) DriveActive Engagement Attention Clarity Trust Cooperation(3.0) NeutralPassive Engagement Acquaintance Familiarity Ambivalence Inertia(2.0) ParkPassive Disengagement Distraction Confusion Apathy Neglect(1.0) ReverseActive Disengagement Alienation Denial Cynicism Resistance © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
    64. 64. Gear Box for Engagement Awareness Understanding Acceptance CommitmentOverdrive Focus Curiosity Passion CourageDrive Attention Clarity Trust CooperationNeutral Acquaintance Familiarity Ambivalence Inertia © Copyright 2013 Arceil Leadership Ltd. All rights reserved.Park Distraction Confusion Apathy NeglectReverse Alienation Denial Cynicism Resistance Formal Voice Semi-Formal Voice Informal Voice
    65. 65. Take a moment to reflect. Record your thoughts.
    66. 66. Now take a few momentsto discuss your thoughtswith others at your table.
    67. 67. Inter Folia FructusWhat Are Some Low Hanging Fruit?

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