Engaging Leadership


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Focused properly, leadership charisma fosters an environment where every one of your people has a positive and energetic attitude, is emotionally and intellectually committed to your vision, and is inspired to contribute his or her very best. Watch this 60 minute webinar and learn how any leader can become more personally charismatic - and how any leader can harness that charisma to achieve superior bottom-line results for their businesses.

What You Will learn:
The impact of Leadership on Employee Engagement
Six Critical Behaviors of Engaging & Productive Leaders
Key Drivers of Individual Performance

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Engaging Leadership

  1. 1. The Role of Charisma
  2. 2. Deiric McCann Five bestselling business books 1000+ articles on management topicsSenior Vice President- International
  3. 3. Profiles International• Founded 1990• 700 offices in 90 countries• 45 Regional Offices• 45,000+ clients worldwide
  4. 4. What’s  the  single  most  important challenge toall leaders? Getting Positive Results
  5. 5. A Critical Reality The  magnitude  of  your  team’s  contribution to your success willbe directly proportional to how engaged they are with the organization and their jobs.
  6. 6. Employee engagement is theextent to which employees… …are  motivated to contribute to organizational success,and are willing to apply discretionary effortsto accomplishing tasks important to the achievement of organizational goals. Vernon Bryce, Talking in TradeArabia
  7. 7. Engagement = Productivity & Profitability …we  looked  at  fifty  global  companies  over  a   year, correlating employee engagement levels with financial results...The companies with high employee engagement had a 19% increase in operating income and 28% growth in earnings per share. Conversely, companies with low levels ofengagement saw operating income drop morethan 32% and earnings per share decline 11%. Source:  Towers  Perrin  ‘Global  Workforce  Study’  (surveyed  nearly  90,000  employees  in  18  countries)
  8. 8. Engagement = Productivity & Profitability…which  equates  to:…a  51%  Gap  in  Operating  Income!…a  39%  Gap  in  Earnings  per  Share!…between  high  and  low  engagement  organizations Source:  Towers  Perrin  ‘Global  Workforce  Study’  (surveyed  nearly  90,000  employees  in  18  countries.
  9. 9. What DrivesEngagement
  10. 10. Engagement is Driven By• Job Fit• Leadership – too often forgotten!
  11. 11. The Overlooked Role of The Leader in Engagement …  a  great  workplace  is  measured  by  the  quality   of three, interconnected relationships:The  relationship…   …between  employees and management …between  employees  and  their  jobs/company …between  employees  and  other  employees Fortune  Magazine’s  “100  Best  places  To  Work”
  12. 12. The Common Thread?
  13. 13. The Research: What We Did• 40,000 manager-leaders assessed  …• …by  almost  400,000  ‘Direct  Reports’
  14. 14. To  what  extent  does  your  manager…• “…create and maintain a work environment where you are emotionally and intellectually committed to the organization’s goals”  • “…build  an energetic and positive attitude in you that inspires you to do your  very  best”• “…create  a common sense of purpose where you are more inclined to invest extra energy and even some of your own time in your work."
  15. 15. The Research: What We Found • It ALL comes down to behavior! • ANYONE can learn to be a highly engaging leader
  16. 16. ANYONE can become an engaging & productive leader: Six of the Most Critical Behaviors1. Be a Beacon of Positivity2. Communicate Effectively3. Tailor Your Vision4. Be Energetic & Enthusiastic5. Recognize the Greatness in Others6. Use the Charismatic Power of Belief in People
  17. 17. 1.Be a Beacon of Positivity
  18. 18. 2.9013?“The  Losada  Line”
  19. 19. Positivity / Negativity Ratio 1:1 2:1 3:1 4:1 5:1 6:1 7:1 8:1 9:1 10:1 11:1 Team Team ‘Languishes’ ‘Flourishes’ Creativity dies, Creativity thrives, relationships relationships are enhanced, break down & engagement rises, productivity dives people  work  in  ‘flow’, & productivity rises The  ‘Losada Zone 2.9013:1 The  ‘Losada Line’Engaging and productive leaders focus on keeping their environment & people in the Losada Zone
  20. 20. 2. Communicate Effectively
  21. 21. 1-on-1 Communications• Keep it upbeat• For  heaven’s  sake,  listen!• Solicit ideas, opinions and suggestions• Create a comfortable climate for raising concerns
  22. 22. 3. Tailor Your Vision
  23. 23. …the  best  way  to  keep  your  stars   (engaged) is to know them better than they know themselves - and then use that information tocustomize the career of their dreams -Source:  Timothy  Butler  &  James  Waldroop:  “Job  Sculpting”   Harvard Business Review - September-October 1999
  24. 24. Tailor Your Vision• What are their strengths?• What are their development needs?• What goals do they have for themselves?• What does success look like for them?• What are their family circumstances?• What are their passionate interests?• What will they learn / how will they become more valuable helping you to achieve your vision?
  25. 25. 4. Energy& Enthusiasm
  26. 26. Emotional Contagion“Results  of  our  studies  clearly  indicated  that  leaders’  emotional  expressions  play  an  important  role  in  the  formation  of  followers’   perceptions of leader effectiveness, attraction to leaders and follower  mood  … …  charismatic  leaders  enable  their  followers  to  experience   positive  emotions  …   …the  behavior  of  leaders  and  managers  can  make  a  difference  in  the happiness and well-being of the followers by influencing their emotional  lives” Joyce E.Bono & Remus Ilies
  27. 27. 5. Recognize theGreatness in Others
  28. 28. Recognition is Chemical Recognition for good work releases Dopamine in the brain, which creates feelings of pride and pleasure.Better yet, that Dopamine hit cements theknowledge that more of that behavior will create more praise, resulting in another Dopamine drench, and so on. ‘In  Praise  of  Praising  Your  Employees’,  Gallup  Management  Journal
  29. 29. Recognition is Psychological The‘Norm  of  Reciprocity’
  30. 30. 6. The Charismatic Power of Belief in People
  31. 31. 2 Key Drivers of Individual Performance• Leader’s  expectation  of  an  individual
  32. 32. “…if you have positive expectations of all of your people then,consciously and unconsciously, you will continually transmit those expectations and support yourpeople in raising their self-esteem, their expectations of themselves, and their engagement with their work to produce the results you expect of them.” - ‘Leadership  Charisma’,  Haney,  Sirbasku, McCann
  33. 33. 2 Key Drivers of Individual Performance• Leader’s  expectation  of  an  individual• Individual’s  expectation  of  her-/himself
  34. 34. “…you  must  have  the  very  highest   expectations of your people, knowing that your expectations will become their expectations – and that their expectations will translate to unprecedentedproductivity,  performance  and  success.” - ‘Leadership  Charisma’,  Haney,  Sirbasku,  McCann
  35. 35. ANYONE can become an engaging & productive leader: Six of the Most Critical Behaviors1. Be a Beacon of Positivity2. Communicate Effectively3. Tailor Your Vision4. Be Energetic & Enthusiastic5. Recognize the Greatness in Others6. Use the Charismatic Power of Belief in People
  36. 36. ‘You cannot manage what you  cannot  measure’ Leaders typically havelittle idea what they are doing that is engaging – or disengaging – their people
  37. 37. And the only people who can tell them… ‘Self’ Anonymous Each Direct& Confidential Leader / ‘Boss’ Reports Manager Anonymous Peers & Confidential
  38. 38. Checkpoint: Leadership Charisma Index & Leadership Charisma Quotientwww.profilesinternational.com© 2011 Profiles International, Inc. All rights reserved | 39
  39. 39. Checkpoint: A Uniquely Complete Leadership Development Systemwww.profilesinternational.com© 2011 Profiles International, Inc. All rights reserved | 40
  40. 40. What’s  the  single  most  important challenge toleaders in this economy? Getting Positive Results
  41. 41. The Role of Charisma
  42. 42. Contact Us Profiles Assessment Asia (Pte.) Limited An Authorized Strategic Business Partner of Profiles International14 , Robinson Road, #08-01A, Far East Finance,Singapore 048545Email: info@profiles.com.sgTelephone: 65717031Fax: 63334636Website: http://www.profiles.com.sg Share , Connect and Follow Us Know your people..Grow your business