Engaging Leadership Hot Tips Collection


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Each member of the Engage for Success Special Interest Group on Engaging Leadership were asked to distil their knowledge and experience down to just 5 critical points.

There was a high degree of consensus around a number of issues - authenticity, inspiration, communication, integrity, humanity, coaching and accessibility.

We hope the following pages provoke some reflection and encourage you to analyse and challenge your own behaviour and the behaviour of colleagues.

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Engaging Leadership Hot Tips Collection

  1. 1. LeadershipHot TipsCollectionEngagingEngage for SuccessSpecial Interest Group
  2. 2. About theHot TipscollectionEach member of the SIGwas asked to distil theirknowledge and experience ofengaging leadership down tojust 5 critical points.There was a high degree ofconsensus around a num-ber of issues - authenticity,inspiration, communication,integrity, humanity, coachingand accessibility.We hope the following pagesencourage you to analyseand challenge your own be-haviour and the behaviour ofcolleagues.Contributors:Nigel Girling (Chair)CEO, National Centre for Strategic LeadershipBob HughesThe Forton GroupDilys RobinsonInstitute for Employment StudiesTony Evansegi:live communicationDoug CrawfordCerus ConsultingAmy ArmstrongAshridge Business SchoolJonathan BoothJourney GroupIan DoddsCEO, IDCSteve JonesSkills for BusinessEmma Donaldson-Feilderproject: Managing for sustainable employee engagement:developing a behavioural frameworkMichael MaynardDirector, Maynard LeighJoe EspanaPerformance EquationsJuliet HancockOrganisation Development Consultant &Change CoachTony KerleyLighthouse Training & DevelopmentVictoria Page (Editor)Kelda Water ServicesChristine MillerResourceful GroupMichelle McArthur-MorganJigsaw@WorkCaroline Taylor-MartinConsultant - Barclays Employee Engagement ProgrammeBe Engaged|Be Engaging2
  3. 3. “Develop a visionworth caring about -people want to feel thattheir work is essentiallyvaluable: to you, to theorganisation, to the hu-man race. If the goal isprobably pressing thewrong buttons.”Nigel GirlingCEO , National Centre for StrategicLeadership“Behave authenti-cally; being true tooneself and behavingin a manner that isconsistent with onesvalues.”Doug CrawfordCerus Consulting“Be true to yourselfand who you reallyare – you will eventu-ally be found out if youtry to be somethingelse.”Jonathan BoothJourney Group“Genuine and able todemonstrate positiveregard”Steve JonesSkills for Business“Focus - strive to beconsistent, focusedand relentless so thatno-one can have anydoubt who you are,what you are doing orwhy.”Tony KerleyLighthouse Training & Development“Know yourself.”Juliet HancockOrganisation Development Consultant& Change CoachAUTHENTICITY3
  4. 4. “Inspire: As a leaderyour enterprise musthave a cause beyondmerely making money,People want meaningand they want the feel-ings that come fromhaving a meaning. Aleader that can showan employee how tonest their own personalpurpose within the vi-sion of the company orteam will create a newlevel of engagement.”Michael MaynardDirector, Maynard Leigh“Be a leader worthfollowing -mean you have to be ahero. It does mean youstand for somethingworthwhile and exhibitbehaviours and valuesworth emulating.”Nigel GirlingCEO, National Centre for StrategicLeadership“Visionary.”Juliet HancockOrganisation Development Consultant& Change Coach“Inspire, motivateand develop - whatev-er else you do in yourrole, it is these threethings that resonateover time.”Nigel GirlingCEO, National Centre for StrategicLeadership“Offer an inspiringvision of success.”Ian DoddsCEO, IDCINSPIRATIONAL“Choose your‘leadership shadow’- show your passionfor your business andsmile... often. Go theextra mile and say‘come-on, we can doTony KerleyLighthouse Training & Developmentthe head down!a leader... lead! Setan example that yourpeople admire andwant to emulate.”Victoria PageKelda Water Services“Lead by example –Jonathan BoothJourney Group4
  5. 5. “Face to Face It:to someone in a waythat includes subtext,nuance and implicationunless you can witnessthem - that is actuallysee and experiencethe whole communica-tion. Face-Time is vital;two way, full bodieddialogue.”Michael MaynardDirector of Maynard Leigh“Engage (obvious-ly!) - Seek out multipleways to regularly talkface-to-face with yourpeople.”Tony KerleyLighthouse Training & Development“Visibility and acces-sibility: having a gen-uine open door, beingwelcoming, walking thelocations.”Dilys RobinsonInstitute for Employment StudiesACCESSIBILITY5
  6. 6. “Organisational fair-ness – organisationstalk about transparen-cy and most peoplewhen asked agree thatit is a good idea butfew follow through onit. Transparency, in anorganisation whereeveryone can seeeverything everyoneis doing provides amajor opportunity fororganisational fairness.Everyone can seewhat is involved, ifsomething changes,everyone can see whyand silent parties canbe seen for what theyare doing.”Michelle McArthur-MorganJigsaw@work“Know yourself.Deeply. Honestly.Warts and all – andremember that otherscan only see the partsof your character thatyou reveal. So showthem the real you.”Nigel GirlingCEO , National Centre for StrategicLeadership“Personal integrity:honesty, openness,truthfulness, doingDilys RobinsonInstitute for Employment Studies“Create an environ-ment where individ-uals are not afraid toraise issues and behonest, and listen tothem.”Caroline Taylor-MartinConsultant - Barclays EmployeeEngagement Programme“Invest in character,not reputation, thatwill follow: So polish upyour integrity, dust offyour principles and buffup your values.”Michael MaynardDirector, Maynard LeighINTEGRITYand problems - Deal-ing with employee con-and abuse) and usingappropriate organisa-tional resources.”Emma Donaldson-Feilder“Focus - Strive to beconsistent, focusedand relentless so thatno-one can have anydoubt who you are,what you are doing orwhy.”Tony KerleyLighthouse Training & Development“Trustworthy”Steve JonesSkills for Business“Walks the talk”Steve JonesSkills for Business6
  7. 7. “Be open and honestat all times – the onlyway to build trust andrespect.”Jonathan BoothJourney Group“Foster trust andrespect; being trust-worthy, exhibiting trustin others and fosteringa climate of mutualrespect.”Doug CrawfordCerus Consulting“Trust others beforeexpecting to betrusted.”Joe EspanaPerformance Equations“Live and breatheyour companyvalues, and recogniseothers for doing thesame.”Caroline Taylor-MartinConsultant - Barclays EmployeeEngagement Programme“Trust your people -Build trust by makingtime to really listento your people andoperate with integrity– ‘behaviour breedsTony KerleyLighthouse Training & Development“Understand yourpersonal impact!aware of it! We all im-pact each other, seekto understand yoursand strive to make itpositive.”Victoria PageKelda Water Services“Do not tolerate badbehaviour or behav-iour that contradictsyour company values.”Caroline Taylor-MartinConsultant - Barclays EmployeeEngagement Programme“Be consistent!”Jonathan BoothJourney Group“Do what you sayyou will - keep prom-ises and behave in away you say othersshould behave.”Juliet HancockOrganisation Development Consultant& Change Coach“Show the courageto hold to what youbelieve is true.”Juliet HancockOrganisation Development Consultant& Change Coach“Take the risk of hon-esty - not just whenit suits you or you canafford to do it.”Juliet HancockOrganisation Development Consultant& Change CoachINTEGRITY7
  8. 8. “Lead a LearningOrganisation: Peoplelove to learn, it is acore psychologicaldriver. The energyunlocked throughdevelopment activity isimmense. Your teamwill allow themselvesto be fully involvedand utilised if they aredeveloping, particularlythrough what we callis also a way of turning-ablers of engagement,downturns can be won-derful tutorials aboutthe human condition;mistakes teach usvaluable lessons abouthave vital insights hid-den amongst them.”Michael MaynardDirector of Maynard Leigh“Clarity of direc-tion and feedback:because people like todo what they should bedoing and know why,doing it.”Dilys RobinsonInstitute for Employment Studies“Sets high expecta-tions whilst demon-strating high challenge/high support.”Steve JonesSkills for Business“Knowledge, clarityand guidance- Clearcommunication, adviceand guidance, demon-strating understandingof roles and responsi-ble decision making.”Emma Donaldson-Feilder“Supporting develop-ment -Supporting andarranging employeecareer progression anddevelopment.”Emma Donaldson-Feilder“Encourage problemsolving – allow peopleto learn from their mis-Caroline Taylor-MartinConsultant - Barclays EmployeeEngagement ProgrammeCOACHING8
  9. 9. “Foster growth;acknowledge andharness diverse skillsand abilities and ena-ble people to developand utilise their fullpotential.”Doug CrawfordCerus Consulting“Stimulate learning;encourage a culture ofconstructive feedback,learning from oneanother and appro-Doug CrawfordCerus Consulting“Empower others;demonstrate trustabilities and judgmentof your people and de-volve decision makingto the lowest appropri-ate level.”Doug CrawfordCerus Consulting“Make sure everyonehas the informationand training theyrequire to successfullydeliver their contribu-tion.”Ian DoddsCEO, IDC“Provide a securebase – show that youcare about and believein the abilities of yourpeople and you willgive them the belief inthemselves and thedecisions and takerisks.”Michelle McArthur-MorganJigsaw@workCOACHING“Empower eachperson to make theirfull contribution.”Ian DoddsCEO, IDC9
  10. 10. “Two-way commu-nication: interpretingorganisational strategyand messages in away that makes senseto people, and listeningto them and involvingthem in decisions.”Dilys RobinsonInstitute for Employment StudiesCOMMUNICATE“Articulate yourexpectations clearly;tell stories that illus-to your organisation.”Caroline Taylor-MartinConsultant - Barclays EmployeeEngagement Programme“Mindful Communi-cation – encouragethe practice of mindfulcommunication. Thiswill have a positiveimpact upon theintelligence.”Michelle McArthur-MorganJigsaw@work“Seek and listen toand understand every-will help and hindersuccessful delivery.”Ian DoddsCEO, IDC“Ensure each personhas regular feedbackdoing and how theycan use their uniquequalities and skills tobe a high performer.”Ian DoddsCEO, IDC“Know and sharehow you are goingto win - Victoriousthen go to war, whiledefeated warriors go toto win.”Tony KerleyLighthouse Training & Development“Create a climate ofopenness where feed-back in all direction isthe norm and peoplefeel comfortableexploring ideas withoutput down.”Joe EspanaPerformance Equations10
  11. 11. “Communicateauthentically anddeal with relationshiptensions.”Joe EspanaPerformance Equations“Create meaning andpurpose; articulatinga vision and senseof direction that ismeaningful to peopleand which createsa sense of commonpurpose and emotionalengagement.”Doug CrawfordCerus Consulting“Provide a clearvision and directionand allow people toparticipate in develop-ing the journey towardsgoals so that they haveownership and arecommitted.”Joe EspanaPerformance EquationsCOMMUNICATE“Set a clear direction;you want to do andabout it and what youexpect of others.”Steve JonesSkills for Business“Take it on the chin!Listen to feedback…remember how peoplefeel is not right ortake heart in thattrusting environment inwhich someone feelsable to give you honestfeedback and whetheryou act on feedback ornot, tell people. Explainwhy... you said, I did.”Victoria PageKelda Water Services“Say it how it is!Keep it simple, uselanguage everyone un-derstands and believeit, why should anyoneVictoria PageKelda Water Services11
  12. 12. “SCARFsocial domains ofbeing human, Security,Certainty, Autonomy,Relatedness and Fair-David Rock. Ensuringthe social needs of em-ployees are rewardedrather than threatened,as is so often the casein organisational life,leads to an increase inengagement.”Michelle McArthur-MorganJigsaw@work“Empathy: showingan interest in people,understanding whatmotivates them,seeing the organisationthrough their eyes.”Dilys RobinsonInstitute for Employment Studies“An organisation isnot just an arrange-ment of resourcesand processes – itis a network of teamsand individuals and itruns on relationships,not data.”Nigel GirlingCEO , National Centre for StrategicLeadership“Openness, fairnessand consistency-Managing with integ-rity and consistency,managing emotions/personal issues andtaking a positive ap-proach in interpersonalinteractions.”Emma Donaldson-Feilder“Don’t try to wear asuperhero costume:People follow people,and that means beinghuman and that meansbeing vulnerable.”Michael MaynardDirector of Maynard LeighHUMANITY“Appreciate peoplefor who they are aswell as what they do.”Joe EspanaPerformance Equations12
  13. 13. HUMANITY“Building and sus-taining relationships- Personal interac-tion with employeesinvolving empathy andconsideration.”Emma Donaldson-Feilder“Admit weakness -own up to mistakeshave all the answers.”Juliet HancockOrganisation Development Consultant& Change Coach“Be human!People are not ma-chines. Respect thatthey are on the sameroller-coaster of lifethat you are.”Victoria PageKelda Water Services“Honour the passingof something – beforerushing full steamahead with change,allow space and timeto honour or mark thepassing of the “old”way. Before individualscan move onto thenext thing, they mustbe allowed to grieve.An important part ofthe grieving process ismarking or honouringthe passing.”Michelle McArthur-MorganJigsaw@work13