Slides from: Five leadership practices that increase employee engagement

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The Leadership Challenge Webinar Series is a series of webinars planned for 2014 by Sonoma Leadership Systems, featuring The Leadership Challenge content as the catalyst to build leadership capacity in organizations.

In this first presentation in the series, we examine the most significant driver of engagement - Leaders.

Leaders who more frequently “practice” leadership behaviors have employees who are more committed, motivated, loyal, and productive than those who do not.

Through the “Positive Workplace Attitudes” framework by researchers Jim Kouzes and Barry Posner, we discuss how a leader’s behavior impacts those around them.

Published in: Business

Slides from: Five leadership practices that increase employee engagement

  1. 1. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Five Leadership  Practices that  Increase Employee  Engagement The Leadership Challenge® Webinar Series ask@sonomaleadership.com | 707.933.3882 | www.SonomaLeadership.com March 18, 2014
  2. 2. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com #1 provider of The Leadership Challenge® workshops and materials;  Partners with the authors and publishers  of The Leadership Challenge® for over  20  years.  Global clients and projects in strategic,  enterprise‐wide leadership development. Lauren Parkhill  Marketing Manager, Sonoma Leadership Systems lauren@sonomaleadership.com Welcome from Sonoma Leadership Systems
  3. 3. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Glenn Hughes Co‐author of “Photo Jolts!” Senior Director of L&D at KLA‐Tencor glenn_hughes@smartashell.com Presented by:
  4. 4. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com “Only three things happen naturally in  organizations: friction, confusion, and  underperformance. Everything else requires leadership.” Peter Drucker www.SonomaLeadership.com
  5. 5. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com What do Leaders Do? Three decades ago, The Leadership Challenge authors  Jim Kouzes and Barry Posner set out to answer that  very question through research. More specifically, their research asked: “What do people DO when they’re  performing at their leadership best?” www.SonomaLeadership.com
  6. 6. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Over 30 years of collecting Data Over 5000 individual case studies Over 5 million assessments Global data from 72 Countries Over 600 research studies  Learn more: The Leadership Challenge 5th Edition: How to Make Extraordinary Things Happen in Organizations http://sonomaleadership.com/tlc Kouzes & Posner Research
  7. 7. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com 5,000,000 The Leadership Challenge’s 360° assessment, The Leadership Practices Inventory (LPI,) reflects Over 5 million respondents from all functions and levels, and is rigorously tested and validated. The LPI measures the frequency of leadership behavior. http://sonomaleadership.com/lpi
  8. 8. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com 30 Leadership Behaviors Organized into Five Practices www.SonomaLeadership.com
  9. 9. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Leadership isn’t a concept. It’s a set of behaviors that are seen by those around you. These 30 behaviors can be grouped into 10 commitments that a leader makes, related to the Five Practices  that consistently produce Personal Bests in Leadership. (Visual graphic by John Ward, http://manyminds.com) www.SonomaLeadership.com
  10. 10. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com MTW Model the Way Model the Way This practice demands that leaders ask and understand “What do I stand for? What do we stand for?” As we can see, “People are watching”... So leaders must be intentional about the messages they send. www.SonomaLeadership.com
  11. 11. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com ISV Inspire a Shared Vision This practice demands that leaders co‐create meaning and inspiration about the real work they do. Leaders strive for shared aspirations; they aim to do more and to do better than today. www.SonomaLeadership.com
  12. 12. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com CTP Challenge the Process This practice demands that leaders make the “impossible, possible.”  This practice helps determine the “how” of the vision. www.SonomaLeadership.com
  13. 13. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com EOTA Enable Others to Act This practice insists on Collaboration that’s built on trust www.SonomaLeadership.com
  14. 14. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Encourage the HeartEncourage the Heart This is the “sustainability” practice Acknowledgement and appreciation are the ‘fuel we travel on’. www.SonomaLeadership.com
  15. 15. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com FIVE PRACTICES THAT INCREASE  ENGAGEMENT Today, we’re going to explore how these Five Practices increase Engagement
  16. 16. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com CONNECTION Let’s start with a definition of engagement from The Conference Board’s paper “Employee Engagement in a VUCA World,” 2011 www.SonomaLeadership.com
  17. 17. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com “(Engagement) is a heightened  emotional connection that an  employee feels for his/her  organization, that, in turn,  influences him/her to apply  additional discretionary effort to  his/her work.” The Conference Board “Employee Engagement in a VUCA World,” 2011 www.SonomaLeadership.com
  18. 18. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Engagement  is an ‘inside job’  We like to say that Engagement is an ‘inside job’, meaning that the fire of engagement must come from  within the employee. If you hire unengaged people, you’re going to have a lot of trouble getting them  engaged.  www.SonomaLeadership.com
  19. 19. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Leadership Supports,  and enables Engagement Leadership supports and enables the engagement that the employee brings into the organization. Leaders add fuel to the fire to keep it burning. www.SonomaLeadership.com
  20. 20. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Or not… www.SonomaLeadership.com
  21. 21. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com What, as leaders, can you do to sustain and grow the fire of engagement in others? www.SonomaLeadership.com
  22. 22. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Ruler image The Leadership Challenge authors Jim Kouzes and Barry Posner have been conducting research to answer  that question… www.SonomaLeadership.com
  23. 23. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com When running The LPI, along with the 30 Behavioral Questions, both Leaders and Observers are given the  opportunity to complete optional demographic information along with 10 questions on workplace perceptions. www.SonomaLeadership.com
  24. 24. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Positive Workplace Attitudes www.SonomaLeadership.com
  25. 25. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
  26. 26. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com So, how much of engagement is accounted for by who the constituents are? (demographics) © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  27. 27. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Who Constituents Are: 1. Age 2. Gender 3. Country 4. Education 5. Tenure 6. Position 7. Function 8. Industry 9. Size of organization © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  28. 28. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com What percentage of engagement  is accounted for by all 9  variables combined? © James M. Kouzes & Barry Z. Posner. All Rights reserved. Poll 1. 0-10% 2. 11-20% 3. 21-30% 4. 31-40% 5. 41-50%
  29. 29. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Despite people’s  differences, their workplace engagement is a result of how their leaders behave, and not age, gender, education, function, level, organization size tenure, industry or nationality.  Leadership. It’s the single most important factor contributing to engagement trumping  9 demographic factors combined. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  30. 30. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Positive Workplace Attitudes © James M. Kouzes & Barry Z. Posner. All Rights reserved. 0.2 27.7 0.2 27.8 0.2 30.1 2.3 32.4 0.3 29.6 0 5 10 15 20 25 30 35 Demographics Leadership United States Europe Asia Pacific Latin America Australia
  31. 31. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Do the ways that leaders behave explain how their constituents feel about their workplace? (engagement) Yes      29.7% In North America, Leadership Behavior, or how leaders behave, accounts for 29.7% of the reported  commitment, or engagement, that constituents reported feeling about their workplace. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  32. 32. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Explaining an Engaged Workforce 27.7 27.8 30.1 32.4 29.6 25 26 27 28 29 30 31 32 33 Leadership United States Europe Asia Pacific Latin America Australia © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  33. 33. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Positive Workplace Attitudes © James M. Kouzes & Barry Z. Posner. All Rights reserved. 30 36 42 48 54 60 Low PWA Moderate PWA High PWA Model Inspire Challenge Enable Encourage LPI Scores
  34. 34. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Leaders Constituents 25% more engaged 40% more engaged Model the Way: Leaders who are clear about their philosophy of leadership (LPI #26) have 25% higher PWA than leaders  who aren’t clear. Constituents who rate their leaders as being clear about their philosophy of leadership have 40% higher  PWA than those who rate their leaders as not being clear. www.SonomaLeadership.com
  35. 35. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com What is your  philosophy of  leadership? One of the core principles in Jim and Barry’s work is that everyone is a leader. If you’re clear about your philosophy,  congratulations! You’re likely to be inspiring greater engagement from those around you. www.SonomaLeadership.com
  36. 36. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com l Leadership Wisdom A SMART as Hell Activity Deck SMARTasHell.com Let’s look at an exercise we run, to help participants develop their philosophy of leadership. www.SonomaLeadership.com
  37. 37. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Nothing is easier than saying words. Nothing is harder than living them day after day. Arthur Gordon www.SonomaLeadership.com
  38. 38. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com A leader is a dealer in hope. Napoleon Bonaparte www.SonomaLeadership.com
  39. 39. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com The greatest danger in times of turbulence is not the turbulence, it is to act with yesterday’s logic. Peter Drucker www.SonomaLeadership.com
  40. 40. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com There are two ways of spreading light: to be the candle or the mirror. Edith Wharton www.SonomaLeadership.com
  41. 41. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity. General George Patton www.SonomaLeadership.com
  42. 42. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com 1. Nothing is easier than saying words. Nothing is harder than living them day after day. 2. A leader is a dealer in hope. 3. The greatest danger in times of turbulence is not the turbulence, it is to act with yesterday’s logic. 4. There are two ways of spreading light: to be the candle or the mirror. 5. Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity. Poll: Which statement resonates for you? www.SonomaLeadership.com
  43. 43. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com You now have a  philosophy!! www.SonomaLeadership.com
  44. 44. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com And many resources… http://sonomaleadership.com/webinars/resources/
  45. 45. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com 25% 50% Constituents Reported: Leaders Report: more engagement more effective Inspire a Shared Vision: The Quality of being forward‐looking is what differentiates leaders. Someone who has a vision of the future, and communicating that to other people. In other words, a describing and  enlisting others in a shared vision.  www.SonomaLeadership.com
  46. 46. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com 25‐30% 40% Leaders seen as more effective Constituents reported stronger feelings motivation, pride Team spirit Challenge the Process: Constituents who felt challenged and viewed their leaders as seeking challenges.... www.SonomaLeadership.com
  47. 47. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com 25‐30% 60% Constituents reported more engaged Leaders seen as more effective Enable Others to Act:  If you see the best in people and expect the best in people, they deliver. www.SonomaLeadership.com
  48. 48. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com 29% stronger trustworthiness Encourage the Heart: Leaders who “almost always” find ways to celebrate accomplishments vs. those who do so “almost neve occasionally” have constituents with... www.SonomaLeadership.com
  49. 49. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com 28% stronger team spirit www.SonomaLeadership.com
  50. 50. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com 26% more positive www.SonomaLeadership.com
  51. 51. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com© James M. Kouzes & Barry Z. Posner. All Rights reserved. Role Models • Business leader • Community leader • Entertainer • Family members • Political leader • Professional athlete • Teacher or coach • None/Other/Not sure
  52. 52. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com • Family members ……………   40% • Teacher or coach ……………   26% • Community leader ……………   11% • Business leader ……………   7% • Political leader ……………   4% • Professional athlete ……………  3% • Entertainer ……………   2% • None/Other/Not sure …………   7% Age: 18-30 Over 30 … 46% … 14% … 8% … 23% ... 4% … 0% … 0% … 4% Leader Role Models © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  53. 53. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com “The leaders who have  the most influence are  the leaders who are  closest to us” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  54. 54. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Immediate managers have more  influence on… People’s desire to stay or leave, The trajectory of careers, Ethical behavior, The ability to effectively perform a job,  and The motivation to share values and vision. …than anyone else. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  55. 55. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com “Five Leadership Practices  that Increase Employee  Engagement” March 18, 2014 Presented by Glenn Hughes Co‐author, “Photo Jolts!” glenn_hughes@smartashell.com Lauren Parkhill Marketing Manager lauren@sonomaleadership.com (707) 933.3882 www.SonomaLeadership.com Bruce Wilson VP, Business Development bruce@sonomaleadership.com (925) 225‐1013 www.SonomaLeadership.com Hosted by:  Sonoma Leadership Systems
  56. 56. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Global Training Partner, The Leadership Challenge® ask@sonomaleadership.com | 707.933.3882 | www.SonomaLeadership.com

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