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Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
Johnsmythe, IABC Europemiddleeast leadership presentation
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Johnsmythe, IABC Europemiddleeast leadership presentation

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John Smythe, author of the Chief engagement officer, gives a preview of his forthcoming book the velvet revolution.

John Smythe, author of the Chief engagement officer, gives a preview of his forthcoming book the velvet revolution.

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  • Review last change programme and strategy cycle - what approach to leader & employee engagement/lessons Risk/reward debate on more inclusive approaches Look for existing examples in your organization Find a first mover/pilot Bring in respected first mover examples from outside Use an external to create the debate & take the heat! Agree a vision of the work place culture you aspire to - possibly from perspective of values/brand/customer experience Participate in ‘comparative culture clubs’
  • Convincing evidence that leaders who develop and deploy the right capabilities & skills enjoy a more engaged workforce and better business performance Review current leadership development programmes, performance management processes, attraction & induction: what is the employee brand promise Pilot capability and skills process and compare business outcomes of pilots and non participants Consider awards for best examples of communication & engagement
  • Negotiate the ‘givens/non-negotiables’ Develop a shared story or narrative & communication process Develop a programme or strategy timeline Agree a programme management process Agree the extent of the invitation to others to contribute to the decisions and a rationale for their inclusion
  • The travel firm that engaged all 15,000 staff in business strategy The global law firm that engaged its leadership and subsequently all staff in a ‘vision to reality process’ The global energy group that engaged all UK staff in a bid to radically reduce costs and create new revenue streams - Survive, Recover, Thrive The global insurer that engaged front line staff in business transformation - ‘Operational excellence and Profitable growth The Global insurer that used a brand process - ‘The big Difference’ to deliver a strategy of organizational convergence Global medical engineering co that moved from bottom quartile to top quartile via engaging top 200 leaders Global law firm that drove strategy via Strategy Safari for 700 partners and annual shadow strategy process for thousands of associates Global airline that engaged its unionised staff to save a part of the airline
  • Our people come to work to live” “ Our people expect leaders to be gods and take all the hard decisions” “ Our people don’t know as much as we do; it will be quicker for us to decide and tell” “ We should keep people focussed on their day job”
  • Require the sponsor team to plan the 300 days after the initiative is launched Build in 90 day refreshment and celebration & accountability sessions Dasboard progress wiki - access to all Considered decision on positioning programme as part of the annual strategy cycle vs a named programme and when to kill the ‘programme’ Considered decision about sponsorship: Exco, broader leadership cadre Use of Employee culture/change/brand ambassadors
  • three years time CEOs will have to be digitally literate to do the job
  • What’s the problem? We have pretty good results” What do you actually measure - satisfaction or engagement? Annual survey disease - focus on process with little change Score chasing The vanity of comparative benchmarks - “we are best in class” - to what The power of the pulse
  • Transcript

    • 1. Velvet revolution at work; the rise of employee engagement, the fall of command and control IABC 24 th September 2010
    • 2. Employee engagement ranks highly Figures in brackets = 2008 results The most important factors in driving performance
    • 3. Overall, those who say that they are engaged with their job have a net ‘extra mile’ score of 90 compared with just 12 for those who are not engaged. ‘ I tend to go the extra mile to ensure a good result for my organisation ’. Net agree score. Going the extra mile
    • 4. The benefits of engagement Engaged with my job Employer engages to improve performance I tend to go the extra mile to ensure a good result for my organisation. 94% 94% I am satisfied with my present job 80% 86% I am satisfied with communications where I work 58% 74% Satisfied with how my line manager treats me 78% 87% Satisfied with the extent to which I am empowered to make decisions 74% 83% Satisfied with recognition received 64% 80% Not engaged 44% 11% 15% 36% 21% 17%
    • 5. Which workers are most productive, creative & contented?
    • 6. Nothing new – Nelson deployed mission command
    • 7. An Anglo Saxon historical perspective
    • 8. <ul><li>Cradle to grave portfolio careers </li></ul><ul><li>Loyalty for security transactional relationship </li></ul><ul><li>Dependence independence </li></ul><ul><li>‘ Our human resources’ creative talent on loan </li></ul><ul><li>Employees citizens </li></ul><ul><li>Command and control well governed inclusivity </li></ul><ul><li>I left the company I left my boss </li></ul><ul><li>CEO = GOD CEO=Guide </li></ul>Work is not what it was
    • 9. <ul><li>1. Leader’s footprint </li></ul><ul><li>Trust </li></ul><ul><li>Credibility/judgement </li></ul><ul><li>Transparency </li></ul><ul><li>Consistency of role model </li></ul><ul><li>2. The organization’s compass </li></ul><ul><li>A moral purpose </li></ul><ul><li>Distinct business purpose/vision </li></ul><ul><li>Believable brand </li></ul><ul><li>Line of sight; my role, purpose / vision, our customer, our community </li></ul><ul><li>3. My space </li></ul><ul><li>My community </li></ul><ul><li>My connectivity </li></ul><ul><li>Portable skills. </li></ul>Drivers of engagement
    • 10. Telling the many what has been decided by the few Selling to the many what has been decided by the few Co-creation Judging who will add value if included in front end decision forming for change & strategy Inclusion Driving accountability down by implicating people as individuals in execution What engages people at work?– power sharing Hooligans or spectators Compliant collaborators Willing collaborators Personally committed reformers
    • 11. Choices of approach open to leaders “ There is a 5 th box - they decide but don’t even bother telling us”
    • 12. <ul><li>Engaged people: </li></ul><ul><li>Are creative and productive </li></ul><ul><li>Constructively challenge </li></ul><ul><li>Seek to initiate change themselves </li></ul><ul><li>Drive other people’s change </li></ul><ul><li>Advocate the company from their own perspective not as brand robots </li></ul><ul><li>Enjoy their work and make it enjoyable for colleagues and external parties </li></ul>But what are the most influential drivers? What engages people at work?
    • 13. What engages people at work? “ A culture of distributed leadership which enables people at work to liberate their creativity to deliver surprisingly good results for their institution and themselves ”
    • 14. <ul><li>Driving value by inviting employees who deliver the end result to contribute to day to day decisions, strategy and change in a well governed way </li></ul><ul><li>Leaders at every level who have the appetite and capability to engage people in the decision making process </li></ul>Sharing power. What engages people at work?
    • 15.  Communication <ul><li>Making connections </li></ul><ul><li>Sharing meaning </li></ul><ul><li>Influencing mood/climate </li></ul><ul><li>Setting context </li></ul><ul><li>Reinforcing status quo/hierarchy </li></ul>Engagement <ul><li>Opening decision making and change to the right groups to - add value - accelerate execution - broaden ownership and sustainability </li></ul><ul><li>= Power sharing </li></ul><ul><li>Disturbing status quo/suspending hierarchy </li></ul>Communication and engagement
    • 16. <ul><li>Leadership and culture - Gods to Guides </li></ul><ul><li>Change - Elite, top down, left brained programmatic to well governed inclusivity </li></ul><ul><li>Communication - Decide and tell to conversation & discourse </li></ul>Implications
    • 17. Ten building blocks
    • 18. Ten building blocks 1. A leadership philosophy first, a programme and process second 2. All leaders, managers & supervisors are ‘chief engagement officers’ 3. The power of the peach 4. Change interventions that turn the hierarchy upside down 5. Creating citizen readiness 6. Volcanic eruption or lava flow? 7. Gaia comes home; high speed mass digital engagement 8. North Korea syndrome; don’t believe that survey 9. Adult to adult communication 10. Your people as community advocates
    • 19. Ruby & Geraldine
    • 20. 1. A leadership philosophy first, a programme and process second
    • 21. 2. All leaders, managers & supervisors are ‘chief engagement officers’ Chief Engagement Officer
    • 22. Management drivers of engagement and performance Creates space for teams and individuals to test and explore whilst ensuring short term demands are met (0.13) Accepts challenge and addresses questions (0.11) Provides insight and explanation to help create a clear context for the work we do (0.10) Identifies the right people to contribute given the demands of different situations (0.10) Creates value by engaging others (0.09) Communicates clear messages about what needs to be done Has the knowledge needed to lead our team in the work we do Is adept at dealing with different personalities Helps members of the team overcome resistance to change Invites people who can make a difference to be involved, irrespective of level of seniority Helps groups integrate different perspectives to create sustainable solutions
    • 23. 40 48 39 41 50 45 47 52 49 50 47 Per cent who strongly agree or tend to agree that their line manager has each of the competencies.
    • 24. 3. Decision making style
    • 25. 4. Change interventions that turn the hierarchy upside down
    • 26. 5. Creating citizen readiness
    • 27. 6. Volcanic eruption or lava flow? strategy cycle
    • 28. 7. Gaia comes home; high speed mass digital engagement
    • 29. 8. North Korea syndrome; don’t believe that survey
    • 30. 9. Adult to adult communication
    • 31. 10. Your people as community advocates Plan A Because there is no Plan B
    • 32. <ul><li>John Smythe </li></ul><ul><li>[email_address] </li></ul><ul><li>m. +44 (0)7710 130 755 </li></ul>Make contact www.engageforchange.com

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