A Key to Predictable Performance Success in Organizations<br />Optimum leadership Inc.<br />
Do you want every employee?<br />Working hard to improve without bribes or threats?<br />Improving their individual perfor...
Do you want every employee?<br />Reducing total costs<br />Improving communication<br />5/6/2011<br />Copyright 2011 Optim...
I want you to know<br />A Key to Predictable Performance Success in your organization to achieve these outcomes<br />5/6/2...
Questions for you …<br />What do your employees think and feel about <br />your business?<br />their boss?<br />their job?...
Research shows…<br />Did you know:<br />Research shows positive performance begins with positive feelings and thoughts?<br...
Questions for you …<br />What is the key to creating consistent positive thoughts and feelings?<br />5/6/2011<br />Copyrig...
Times are challenging <br />According to SHRM (Society for Human Resource Management, 2011 poll)<br />Attracting and retai...
Times are challenging <br />	2011 will be a challenging for retention  because as the economy picks up more employees are ...
Times are challenging <br />Employee trust in leadership has a huge impact on performance	<br />Executives continuously im...
Times are challenging <br />Supervisors play a crucial role in worker health, wellbeing, and motivation yet<br />One of HR...
Times are challenging <br />According to the Institute for Corporate Productivity:<br />The current performance management...
Research! <br />According to a study by the Society for Human Resource Management (SHRM):<br />90% of performance appraisa...
Research! <br />According to a study by Towers- Watson:<br />Only 3 in 10 employees believed their performance review actu...
Research! <br />After more than 60 years of effort and thorough study:<br />The current performance management processes h...
What does this mean?<br />All the raw talent in the world will not help create predictable success…<br />…because…<br />Th...
What is the Key?<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />17<br />
How will you succeed?<br />Employee Engagement<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />18<br />
5/6/2011<br />Copyright 2011 Optimum Leadership<br />19<br />What is Employee Engagement?<br />Definition:<br />“A heighte...
Three types of employees <br />Engaged employees work with passion and feel a profound connection to their company, they d...
Research! <br />	There is a direct correlation between employee engagement and:<br />Organizational performance<br />Custo...
Research! <br />Engaged employees “stay for what they give”  GIVERS<br />Disengaged employees “stay for what they get!”  T...
What is the Impact of Disengagement? <br />Disengaged employees “cost” the American economy up to 350 billion dollar per y...
low morale</li></ul>5/6/2011<br />Copyright 2011 Optimum Leadership<br />23<br />
Disengaged employees were:<br />5 times more likely to have safety incident <br />5 times more costly<br />5/6/2011<br />C...
Strategy…<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />25<br />To address this we must increase the number of...
We are NOT doing well!<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />26<br />
We are NOT doing well!<br />Only 1 out of  3 employees is engaged <br />5/6/2011<br />Copyright 2011 Optimum Leadership<br...
We are NOT doing well!<br />Almost half of organizations around the world saw a significant drop in employee engagement le...
We are NOT doing well!<br />Nearly 1 in 5 are actively disengaged … this disengagement can negatively impact other employe...
Why?<br />Why are we unable to create employee engagement above the 31% level?<br />5/6/2011<br />Copyright 2011 Optimum L...
Why?<br />We have been taught a theory 0f leadership that worked in the Industrial Age <br />It no longer works in the Inf...
Why?<br />We have been taught the Taylor theory of scientific management<br />5/6/2011<br />Copyright 2011 Optimum Leaders...
Why?<br />The Taylor Theory of Scientific Management tells leaders to:<br />Tell people what to do and how<br />Closely su...
Why?<br />The Taylor Theory of Scientific Management helps us:<br />Control employees<br />5/6/2011<br />Copyright 2011 Op...
Why?<br />The Taylor Theory of Scientific Management damages:<br />Trust<br />Knowledge accumulation<br />Freedom to Innov...
Why?<br />Accelerating knowledge<br />Freedom to innovate<br />Trust<br />All needed for engagement<br />5/6/2011<br />Cop...
Why?<br />We still use the Taylor Scientific Management Theory<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />3...
Example<br />Many are promoted into their positions based on technical knowledge<br />5/6/2011<br />Copyright 2011 Optimum...
Example<br />Promoting based on technical knowledge (instead of having engagement skills) is consistent with Taylor Scient...
We need a new theory and new skills<br />There is an alternative leadership theory and a new set of employee engagement sk...
We need to CHANGE!<br />We used to heat our homes with a fireplace<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br...
We need to CHANGE!<br />We replaced the fireplace with oil and gas heat because it was less costly, much more effective an...
We need to CHANGE!<br />We replaced the fireplace as our source of heat because we found a better way<br />5/6/2011<br />C...
We need to CHANGE!<br />The Taylor Theory is like the fireplace, <br />Outdated!<br />5/6/2011<br />Copyright 2011 Optimum...
What we need<br />We need a new theory that works with the age of knowledge<br />We need a new theory of leadership<br />5...
What we need<br />New environment using the new theory and skills to optimize innovation and engagement<br />The two go “h...
What we need<br />Only fully engaged employees know how to optimally learn and innovate<br />Talent alone will not create ...
Summary<br />It is the working environment that makes the greatest difference<br />Without the new theory and skills we ca...
Summary<br />Do <br />You?<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />49<br />
Take action now<br />Learn:<br />The skills leaders need to create engagement with every interaction<br />How to help dise...
Take action now<br />Learn:<br />To measure the employee engagement level at your company<br />Which barriers are stopping...
Take action now<br />Request a client case study that shows how one organization made the transformation to a new leadersh...
“The future depends on what we do in the present”<br />Gandhi<br />Wally Hauck holds a Ph.D. in Organizational Leadership ...
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    1. 1. A Key to Predictable Performance Success in Organizations<br />Optimum leadership Inc.<br />
    2. 2. Do you want every employee?<br />Working hard to improve without bribes or threats?<br />Improving their individual performance<br />Cooperating as a team <br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />2<br />
    3. 3. Do you want every employee?<br />Reducing total costs<br />Improving communication<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />3<br />
    4. 4. I want you to know<br />A Key to Predictable Performance Success in your organization to achieve these outcomes<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />4<br />
    5. 5. Questions for you …<br />What do your employees think and feel about <br />your business?<br />their boss?<br />their job?<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />5<br />
    6. 6. Research shows…<br />Did you know:<br />Research shows positive performance begins with positive feelings and thoughts?<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />6<br />
    7. 7. Questions for you …<br />What is the key to creating consistent positive thoughts and feelings?<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />7<br />
    8. 8. Times are challenging <br />According to SHRM (Society for Human Resource Management, 2011 poll)<br />Attracting and retaining talent<br />Building a culture of trust <br />Are two major challenges for leaders of companies over the next ten years<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />8<br />
    9. 9. Times are challenging <br /> 2011 will be a challenging for retention because as the economy picks up more employees are looking for opportunities <br />A report by Blessing and White (an HR consulting firm)<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />9<br />
    10. 10. Times are challenging <br />Employee trust in leadership has a huge impact on performance <br />Executives continuously impact trust even with people they rarely see<br />A report by Blessing and White (an HR consulting firm)<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />10<br />
    11. 11. Times are challenging <br />Supervisors play a crucial role in worker health, wellbeing, and motivation yet<br />One of HR’s main functions is to keep a flow of talent coming into the organization<br />Unless supervisors do the right things all that investment to attract the talent is wasted<br />A report by Hewitt<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />11<br />
    12. 12. Times are challenging <br />According to the Institute for Corporate Productivity:<br />The current performance management practices are ineffective<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />12<br />
    13. 13. Research! <br />According to a study by the Society for Human Resource Management (SHRM):<br />90% of performance appraisals are unsuccessful<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />13<br />
    14. 14. Research! <br />According to a study by Towers- Watson:<br />Only 3 in 10 employees believed their performance review actually improved performance<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />14<br />
    15. 15. Research! <br />After more than 60 years of effort and thorough study:<br />The current performance management processes have failed to deliver on these two most important priorities:<br />Attracting and retaining talent<br />Creating a culture of trust<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />15<br />
    16. 16. What does this mean?<br />All the raw talent in the world will not help create predictable success…<br />…because…<br />The current and most widely used management tool doesn’t work<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />16<br />
    17. 17. What is the Key?<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />17<br />
    18. 18. How will you succeed?<br />Employee Engagement<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />18<br />
    19. 19. 5/6/2011<br />Copyright 2011 Optimum Leadership<br />19<br />What is Employee Engagement?<br />Definition:<br />“A heightened emotional connection that an employee feels for his or her organization such that they exert greater discretionary effort” <br />* Conference Board: Employee Engagement-A Review of Current Research and Its Implications 2006<br />
    20. 20. Three types of employees <br />Engaged employees work with passion and feel a profound connection to their company, they drive innovation and move the organization forward.<br />Non-engaged employees are essentially “checked out” they’re sleepwalking through their workday, putting in time– but not energy or passion – into their work.<br />Actively disengaged employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Everyday these workers undermine what their engaged coworkers accomplish.<br />69%<br />31%<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />20<br />
    21. 21. Research! <br /> There is a direct correlation between employee engagement and:<br />Organizational performance<br />Customer satisfaction<br />Growth<br />Employee retention<br />The Training Foundation and Aberdeen Group<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />21<br />
    22. 22. Research! <br />Engaged employees “stay for what they give” GIVERS<br />Disengaged employees “stay for what they get!” TAKERS<br />Blessing and White Research<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />22<br />
    23. 23. What is the Impact of Disengagement? <br />Disengaged employees “cost” the American economy up to 350 billion dollar per year in:<br /><ul><li>high turnover - absenteeism - productivity - insurance - safety incidents - poor health
    24. 24. low morale</li></ul>5/6/2011<br />Copyright 2011 Optimum Leadership<br />23<br />
    25. 25. Disengaged employees were:<br />5 times more likely to have safety incident <br />5 times more costly<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />24<br />
    26. 26. Strategy…<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />25<br />To address this we must increase the number of engaged and significantly reduce (eliminate) the actively disengaged<br />
    27. 27. We are NOT doing well!<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />26<br />
    28. 28. We are NOT doing well!<br />Only 1 out of 3 employees is engaged <br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />27<br />
    29. 29. We are NOT doing well!<br />Almost half of organizations around the world saw a significant drop in employee engagement levels in 2010<br />A report by Hewitt Associates<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />28<br />
    30. 30. We are NOT doing well!<br />Nearly 1 in 5 are actively disengaged … this disengagement can negatively impact other employees<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />29<br />
    31. 31. Why?<br />Why are we unable to create employee engagement above the 31% level?<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />30<br />
    32. 32. Why?<br />We have been taught a theory 0f leadership that worked in the Industrial Age <br />It no longer works in the Information and Knowledge Age<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />31<br />
    33. 33. Why?<br />We have been taught the Taylor theory of scientific management<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />32<br />
    34. 34. Why?<br />The Taylor Theory of Scientific Management tells leaders to:<br />Tell people what to do and how<br />Closely supervise and evaluate them<br />Hold them accountable to the “one correct way” with a performance management process that does not work<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />33<br />
    35. 35. Why?<br />The Taylor Theory of Scientific Management helps us:<br />Control employees<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />34<br />
    36. 36. Why?<br />The Taylor Theory of Scientific Management damages:<br />Trust<br />Knowledge accumulation<br />Freedom to Innovate<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />35<br />
    37. 37. Why?<br />Accelerating knowledge<br />Freedom to innovate<br />Trust<br />All needed for engagement<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />36<br />
    38. 38. Why?<br />We still use the Taylor Scientific Management Theory<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />37<br />
    39. 39. Example<br />Many are promoted into their positions based on technical knowledge<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />38<br />
    40. 40. Example<br />Promoting based on technical knowledge (instead of having engagement skills) is consistent with Taylor Scientific Management<br />“Only the boss knows best”<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />39<br />
    41. 41. We need a new theory and new skills<br />There is an alternative leadership theory and a new set of employee engagement skills<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />40<br />
    42. 42. We need to CHANGE!<br />We used to heat our homes with a fireplace<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />41<br />
    43. 43. We need to CHANGE!<br />We replaced the fireplace with oil and gas heat because it was less costly, much more effective and much more efficient<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />42<br />
    44. 44. We need to CHANGE!<br />We replaced the fireplace as our source of heat because we found a better way<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />43<br />
    45. 45. We need to CHANGE!<br />The Taylor Theory is like the fireplace, <br />Outdated!<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />44<br />
    46. 46. What we need<br />We need a new theory that works with the age of knowledge<br />We need a new theory of leadership<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />45<br />
    47. 47. What we need<br />New environment using the new theory and skills to optimize innovation and engagement<br />The two go “hand-in-hand”<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />46<br />
    48. 48. What we need<br />Only fully engaged employees know how to optimally learn and innovate<br />Talent alone will not create the environment of engagement<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />47<br />
    49. 49. Summary<br />It is the working environment that makes the greatest difference<br />Without the new theory and skills we cannot create the engaged environment<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />48<br />
    50. 50. Summary<br />Do <br />You?<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />49<br />
    51. 51. Take action now<br />Learn:<br />The skills leaders need to create engagement with every interaction<br />How to help disengaged de-select out<br />www.optimumleadership.com<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />50<br />
    52. 52. Take action now<br />Learn:<br />To measure the employee engagement level at your company<br />Which barriers are stopping you from improving engagement now<br />www.optimumleadership.com<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />51<br />
    53. 53. Take action now<br />Request a client case study that shows how one organization made the transformation to a new leadership theory and a new set of skills<br />FREE at:<br />http://www.optimumleadership.com/articles.asp<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />52<br />
    54. 54. “The future depends on what we do in the present”<br />Gandhi<br />Wally Hauck holds a Ph.D. in Organizational Leadership <br />A Certified Speaking Professional <br />15 years consulting experience<br />Consulted with dozens of organizations and coached hundreds of individuals <br />www.optimumleadership.com<br />203-874-8484<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />53<br />
    55. 55. Thank <br />You<br />5/6/2011<br />Copyright 2011 Optimum Leadership<br />54<br />
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