Equipping Managers to Engage: Getting Connected
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Equipping Managers to Engage: Getting Connected

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How do you create engaging conditions for your managers?

How do you create engaging conditions for your managers?

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Equipping Managers to Engage: Getting Connected Presentation Transcript

  • 1. Equipping Managers to Engage: Getting Connected 3rd Employee Engagement Course Vancouver, April 23-24, 2009 Jitka Holt, Holt Communications Inc.
  • 2. Agenda • Assess the organization • Define the manager’s role: getting connected • Create conditions – Across the organization: lead and communicate – For individual managers: let lead and communicate • Provide ongoing development and support • Case studies
  • 3. Equipping managers to engage: getting connected Organizational Define the role: Create Assess the building conditions organization connections Individual Provide ongoing support
  • 4. Equipping managers to engage: getting connected Organizational Define the role: Create Assess the building conditions organization connections Individual Provide ongoing support
  • 5. Assess the system Three types of organizations • Totally stable (ice) • Edge of Chaos (water) • Chaotic (gaseous stream) Source: Dave Snowden, On Innovation, 2007
  • 6. Edge of chaos is the place to be Totally Stable Edge of Chaos Chaotic Too rigid, no novelty Balance? Too disorderly, novelty overload Couch potato Moving around/exploring Headless chicken Stuck in the past Lives in the present Obsessed with the future No innovation Constant flow of Innovations conceived, innovations not delivered Change doesn’t occur Constantly adapting Change cannot be co- ordinated Little flow of relevant Constants flow of Info overload info relevant info Static mental models Lots of single-/double- Learning disconnected loop learning from reality Ossification certain Survival chances are high Disintegration inevitable Source: Dave Snowden, On Innovation, 2007
  • 7. A healthy organization is alive
  • 8. ... and interconnected
  • 9. Equipping managers to engage: getting connected Organizational Define the role: Create Assess the building conditions organization connections Individual Provide ongoing support
  • 10. The manager’s role Do you want your managers ... or move around the stay within their box.... organization?
  • 11. To engage, managers build connections at three levels What do you think What do you feel about your company? about your company? Cognitive Affective E Behavioural What do you do in relation to your company? Source: ISR, 2006
  • 12. To engage, managers build connections at three four levels What do you think What do you feel about your company? about your company? Cognitive Affective E Spiritual Behavioural What does What do you do in your work mean relation to your for you? company?
  • 13. Equipping managers to engage: getting connected Organizational Define the role: Create Assess the building conditions organization connections Individual Provide ongoing support
  • 14. Create conditions for managers to engage You want to set your managers up for success at two levels: • Organizational • Individual quot;You figuring it out doesn't mean anything until something changes in the hearts and minds of the people in the organization.”
  • 15. Create conditions for managers to engage at two levels:
  • 16. Organizational level: create conditions for managers to engage
  • 17. At the individual level…
  • 18. ... give each manager the tools to engage
  • 19. At the organizational level: lead ... Make strategic Involve people decisions Lead Engage Communicate
  • 20. Lead and engage Make strategic Involve people decisions Engage • Create a dialogue • Ongoing feedback • Agree on values loop • Have a vision and • Inclusive decision- determine strategy making • Keep the line of sight • Shared processes • Walk the talk • Valued input • Hire for talent and fit • Listen and check reality
  • 21. ...listen and do a reality check... Seven drivers of engagement - people: 37 % • Trust senior management • Are asked for their ideas and opinions on important <50 % matters • Clearly understand the organization's vision and 33 % strategic direction 42 % • Trust their supervisors • Receive recognition and praise for good work <50% 34% • Have a clear say in decisions that affect their work • Perceive their supervisors as caring and considerate 45% of their wellbeing Source: Warren Shepell, 2006
  • 22. Communication matters Out of the seven drivers of engagement, four are directly influenced by communication: • Trust senior management • Are asked for their ideas and opinions on important matters • Clearly understand the organization's vision and strategic direction • Trust their supervisors • Receive recognition and praise for good work • Have a clear say in decisions that affect their work • Perceive their supervisors as caring and considerate of their wellbeing Source: Warren Shepell, 2006
  • 23. Reality check: communication and performance Communication effectiveness is a leading indicator of financial performance: From 2000 to 2004, companies with effective communication increased shareholder return by 57% +57% 100% 2000 2004 Source: Watson Wyatt, 2005/06
  • 24. Reality check: communication, performance and engagement Effective communications create engaged employees create loyal customers who in turn create bigger profits Companies with effective communication are 4.5 times more likely to report high levels of employee engagement 4.5x Engagement levels Source: Watson Wyatt, 2009
  • 25. Reality check: barriers to communicating effectively • Managers do not see communication as part of their day-to-day job • Managers have not developed their communications skills • Communications channels are absent , inappropriate or oversubscribed • Communication around corporate citizenship is disjointed Source: Andy Parsley, Management Issues, 2005
  • 26. At the organizational level: create conditions to communicate and engage Leverage your HR and communications Develop a common functions language: define what communication is Keep a clear line of sight: agree on the manager’s Engage role and competencies Maintain direct dialogue Provide a relevant with senior leadership: infrastructure provide specific and timely information
  • 27. Agree on what communication is • Information is not communication • Communication is behaviour • Communication changes behaviour • There is no such state as ‘no communication’ • Communication must be two-way: listen and listen and talk and listen • Communications is a process: it’s never complete • Simple communication doesn’t mean easy communication “ If the communication changes behavior, it’s good communication; if it doesn’t, it’s bad communication.” -- T.J. Larkin
  • 28. At the individual level: give managers the tools to engage and lead • Walk the talk: e.g., • Link engagement with give managers time vision and values • Use personality • Let managers get to assessments know their leadership style • Let managers build on • Empower managers their strengths to focus on few development areas • Give, receive and • Keep engagement build on feedback relevant
  • 29. Let managers get to know their leadership style Let managers get to know their leadership style and build on it. Some elements: • • Team building Building a vision • • Conflict-resolution Communication • • Stress response Facilitation (grip) • Problem solving • .... it’s really about • Decision-making the basics
  • 30. Let managers build on their strengths There are countless skills – and very few basics • Listening • Asking effective questions • Giving and receiving feedback • Delivering negative messages • Developing own presentation style • Selecting the right tools and media • ....
  • 31. Equipping managers to engage: getting connected Organizational Define the role: Create Assess the building conditions organization connections Individual Provide ongoing support
  • 32. Provide continuous development and support • Provide opportunity for ongoing dialogue and feedback with leadership • Incorporate engagement skills development into the overall career plan • Provide various venues for development – Provide training – Establish a mentoring program – Establish a coaching program • Establish a variety of feedback channels • Acknowledge progress: celebrate
  • 33. More on mentoring Mentoring is a process by which “experienced people who go out of their way to help you clarify your vision and personal goals and build skills to reach them.” -- Dr. Linda Phillips-Jones In recent years, an increasing number of public sector agencies and more than 80 percent of Fortune 500 companies have established and sustained a wide variety of structured mentoring systems. Source: International Association of Business Communicators, 2009
  • 34. More on coaching “Coaching is partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.” – International Coach Federation Organizational coaching options include: External : Internal Manager-to-employee : Peer-to-peer Personal development : Professional skills only ...“boosting employee engagement” is cited by about 41% of respondents as the purpose for which their organizations use coaching. – American Management Association, 2008
  • 35. More on coaching Coaching is a convenient and cost-effective way to support behavioural change and accelerate human and organizational evolution. Training 88% increases productivity by Coaching 22.4%, while training with coaching increases productivity by 88%. 22.4% Training Source: International Personnel Management Association
  • 36. Discussion Jitka Holt Holt Communications Inc. www.holtcommunications.ca jitka@holtcommunications.ca +604.724.4597