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Engagement leadership

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  • Aggressive leadership style is based upon fear, insecurity and crisis management. Sustainable leadership offers respect and honours staff as professionals and valued individuals.When we offer leadership that offers respect to the person they will respect both leaders and values.
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    • 1. EMPLOYEE ENGAGEMENT I don’t pretend to know all the answers, but the questions are certainly worth thinking about. Authur C Clarke
    • 2. Blue Ocean, Engagement
    • 3. Blue Ocean, Engagement
    • 4. It encompasses colleagues who:Believe in our mission, our valuesDesire to work to make things betterUnderstand the ‘bigger picture’Respect and are helpful to colleaguesShow willingness to ‘go the extra mile’Keep up to date with developments Blue Ocean, Engagement
    • 5. HigherPositive Correlation With Performance How much people want Engagement to—and actually do— improve Commitment How much people want to improve How much people Satisfaction like it here Lower Blue Ocean, Engagement
    • 6. Blue Ocean, Engagement
    • 7. Why?Some may believeemployee engagement isa short-term fix…...others that 100% ofemployee engagement issomething that isachievable – Blue Ocean, Engagement
    • 8. Blue Ocean, Engagement
    • 9. There is no magic formula. is anongoing, everydayoccurrence thatbecomes central tothe culture of JESS. is ajourney that starts atthe top of the schooland makes its waythroughout. Blue Ocean, Engagement
    • 10. Blue Ocean, Engagement
    • 11. Defining Employee Engagement - The DriversPeople WorkSenior Leadership Work ActivitiesLine Manager Resources, environmentsColleagues Processes and outcomesRewards OpportunitiesPay Engagement Career OpportunitiesBenefits Learning/DevelopmentRecognitionProfessional esteemJESS Values Quality of LifePeople Work/Life BalancePolicies SuccessPerformance ManagementJESS, Achieving Excellence Together Blue Ocean, Engagement
    • 12. Blue Ocean, Engagement
    • 13. Leadership style is keyLeaders avoid:• ..this is my way• ..do what I say• ..because I am your managerRather they: inspire motivate engender trust offer respect Blue Ocean, Engagement
    • 14. Leadership style is keyIf as leaders we can: inspire motivate and engender trust then... Blue Ocean, Engagement
    • 15. Leadership style is keyEffective leaders:• make tough decisions with courage and speed• adapt quickly, listening and learning from feedback• are confident, honest, delivering clear and consistent messages• do what they say they will• act as one team, speak with one voice Blue Ocean, Engagement
    • 16. Blue Ocean, Engagement
    • 17. MEASUREMENT OF ENGAGEMENT:Engaged vs. BurnoutEnergy vs. ExhaustionDedication vs. CynicismAbsorption vs. Detachment Blue Ocean, Engagement
    • 18. Our talented staff is our biggest asset, we need tomeasure how well it is adding valueEngagement is increasingly important because: Measuring Engagement tells us how well we are doing  Engagement levels correlate with performance  Driving Engagement levels higher improves our ability to attract, motivate and retain talent Blue Ocean, Engagement
    • 19. A simple code:– Listen with your full attention– Look for the good in others– Have a sense of humour- but not at the expense of others– And, always say thank you for a good job well done Blue Ocean, Engagement
    • 20. Engagement to Blue Ocean- ‘BLUE Compelling OCEAN’ promises to employees Connection to AlignedLeadership Engaged our, mission and people tocommitment employees values practices Differentiated high– performance culture Blue Ocean, Engagement
    • 21. Steve Garvey Blue Ocean, Engagement
    • 22. Let’s hit the reset button!Reaffirm our way of working: »Dynamic, getting things done »Collaborative »Pupil focused »21st century thinking, creative »Performance driven »Trust based Blue Ocean, Engagement
    • 23. Blue Ocean, Engagement
    • 24. Steve Garvey Blue Ocean, Engagement
    • 25. Blue Ocean, Engagement
    • 26. Bibliography• First, Break All the Rules: What the Worlds Greatest Managers Do Differently. (Buckingham and Coffman, 1999).• The Power of Full Engagement. (Loehr and Schwartz, 2003)• 12 Elements of Great Managing. (Wagner and Harter, 2006).• Engagement is Not Enough. (Ayers, 2006).• 7 Hidden Reasons Employees Leave. (Branham, 2005).• The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of Occupational and Organizational Psychology. 77. (May, Gilson, and Harter, 2004).• Antecedents and consequences of employee engagement. Journal of Managerial Psychology. 12(7). (Saks, 2006).• Measurements of work engagement with a short questionnaire. Educational and Psychological Measurements. 66(4). (Schaufeli and Bakker, 2006).• Hardwiring Excellence. (Studer, 2003).• The One Thing You Need to Know. (Buckingham, 2005).• Resonant Leadership. (Boyatzis and McKee, 2005).• Good to Great. (Collins, 2001).• Psychological conditions of personal engagement and disengagement at work.. The Academy of Management Journal, 33, 692-724. (Kahn, 1990) Blue Ocean, Engagement

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