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  • 1.
    • The
    • Performance Edge:
    • Leading for Engagement
  • 2. What does it take to engage employees for winning performance?
  • 3. The Higher Law: When you appeal to the highest level of thinking you get the highest level of performance.
  • 4. The Key Objective: Engage employees through a culture of ownership and lose the employee mentality
  • 5.
    • The value of employee engagement:
    • 31% less turnover
    • 12% higher customer satisfaction
    • 18% higher productivity
    • 12% higher profitability
  • 6. The value of employee engagement: More money, more time and less stress
  • 7. The Solution: Under your control
  • 8. Where to focus? Invest time
  • 9.
    • The Environmental Situation:
    • Managerial Gap
    • Rise of the Knowledge Worker
    • The Impact of Demographics – Enter the Millennial
  • 10.
    • The Managerial Gap:
    • Front-line confidence in manager’s ability declining steadily since 1999 to 25% in 2008.
    • Source: DDI 2009
  • 11.
    • The Rise of the Knowledge Worker:
    • The fastest-growing talent pool – 35% of the workforce
    • They are different because they create more profit than other employees – up to 3x more
    • They require minimal oversight
  • 12. Need to understand personality, communication, and collaboration .
  • 13.
    • The Impact of Demographics:
    • The Millennials are now 12% of the workforce and will take over in the next 10 years – they are the largest cohort since the Boomers and will change business and work.
  • 14. Millennials have been shaped by the Internet, information overload, and overzealous parents.
  • 15. What are the elements of leading for engagement?
  • 16. The Central Issue: Leading others is more about feelings and less about facts. We need to ask the audience to understand the audience.
  • 17. The Goal: Empowerment Act as an owner
  • 18. The Five Levels of Empowerment: Level 5 – Wait to be told Level 4 – Ask for permission Level 3 – Make recommendations Level 2 – Take action & report back ASAP Level 1 – Take action & responsibility
  • 19.
    • The Investment:
    • Clarify role and contribution
    • Focus on delegation
    • Follow through with feedback
    • Invest in communication!
  • 20. The Contribution: Show people the connection of their role to the big picture, how their actions create value in the customer equation, and how their work is important.
  • 21. The Delegation: How work is transitioned is vital for success. The number one challenge for most professionals and managers is how to delegate effectively.
  • 22. The Ceiling of Complexity Ceiling of Complexity
  • 23.
    • Top feedback to leaders:
    • Micro-managing or getting overly involved
    • Engaged in tasks that could be done effectively by others
  • 24. The Feedback: Regularly and candidly communicate with people how they are doing, what is working and where improvement is needed.
  • 25. Hope is not the answer. Hope is not the answer.
  • 26. “ The leader of the past knew how to tell. The leader of the future will know how to ask.” Peter Drucker
  • 27. Take a consultative approach to engage and invest employees.
  • 28.
    • As a leader, you need to determine:
    • What are the challenges and blocks for people to change?
    • What are the opportunities to the change?
    • What are the capabilities needed for people to support the change?
  • 29.
    • As a leader, you need to determine:
    • What are the results and outcomes desired from the change?
    • What are the feelings from the change?
  • 30. Personality and instincts affects how we communicate and connect. Leaders and employees are different.
  • 31. MBTI Type Indicator E I N S T F J P E I S N T F J P Leaders * Population 56 44 55 45 79 21 64 36 49 51 73 27 40 60 54 46
  • 32.
    • 80% of leaders are thinkers – 60% of the population are feelers.
    • Leaders talk about possibilities – the population looks at practical reality.
  • 33. Kolbe: Instinctive Strengths Global Perspective
  • 34. The foundation of engagement is the ability of leaders to communicate effectively and consultatively to coach the performance of others for success.
  • 35. The Higher Law: When you appeal to the highest level of thinking you get the highest level of performance.
  • 36. The solution to employee engagement is under the control of the leader: Invest time and communicate.