June 2012Developing Leaders: Strategies for IncreasingStaff Engagement and Commitment
Our Agenda• Staff Engagement – Why Do We Care• Methods for Developing Leaders• Strategies for Engagement & Commitment
Staff Engagement – Why Do We Care
Whether we realize it or not, workers have beenunder constant duress. Because of scarceresources, few opportunities for de...
Impact of Low Engagement• Dissatisfaction• Attrition• Inconsistency• Lack of Goodwill
How do you know?• Annual Staff  Climate Survey• Employee Feedback• Retention RatesI would be happy to be employed here:Ans...
Whatmakes you happy?
A FEW DIFFERENTFRAMEWORKS OFHAPPINESSSource: Zappos.com
A FEW DIFFERENT FRAMEWORKS ON                        HAPPINESS                      Perceived Control                     ...
Maslow’s HierarchySource: Zappos.com
3 TYPES OF HAPPINESS                     Rock Star                                                   time         (Pleasur...
If the research shows that       vision / meaning / higher purpose               leads to HAPPINESS…       What is your or...
What is your nonprofit’s Strategic Plan? Annual Goals?                                         Future Vision?
As a leader in yourorganization, what isyour higher purpose?
Methods for Developing Leaders
“Leaders are not born,     they are grown.”     -- Peter Drucker
What experiencescontributed to your development as a      leader?
Coaching           Action Learning      Job AssignmentsMentoring        360-Feedback    Classroom Training Methods to Supp...
Strategies for Engagement & Commitment
Strategy #1: Link annual goals for staff to the            mission and/or the strategic plan
Strategy #2: Design a “leadership development” program for your                     organization
Strategy #3: Expose Staff to New Knowledge                   (Extraordinary content!)
Strategy #4: Chart a Clear Path for Staff   How do you chart progress for staff?                      For organization?
Strategy #5: Re-engage the disengaged!
A few more ideas…• Perceived Control:• Priorities Driven by Staff – Power of Choice!• Perceived Progress:• A Pathway for A...
Closing ThoughtHumans have “four basic needs or motivations:   to live (survival); to love (relationships); to learn (grow...
Questions?
Find Me!• Facebook: Fio Partners, LLC• Twitter: @annefio, @fiopartners• Our Blog: www.fiopartners.com/blog• Email: anne@fi...
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Leadership Development: Strategies for Employee Engagement

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Presented at CT Association of Nonprofits 2012 Leadership Symposium

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  • Leadership development training tries to develop the quality of an individual to see a vision and look into the future, and develop his ambitions and aspirations. Development todaymeans providingpeople opportunitiesto learn fromtheir work ratherthan taking themaway from theirwork to learn.
  • Developmental relationships primarily taketwo forms: coaching and mentoring. Coachinginvolves practical, goal-focused forms of oneon-one learning and, ideally, behavioral change(Hall, et al., 1999). It can be a short-term interventionintended to develop specific leadershipskills or a more extensive process involving aseries of meetings over time. The most effectivecoaching allows for collaboration to assess andunderstand the developmental task to challengecurrent constraints while exploring new possibilities,and to ensure accountability and support forreaching goals and sustaining development (Ting& Hart, 2004). Mentoring is typically defined asa committed, long-term relationship in which asenior person supports the personal and professionaldevelopment of a junior person. It maybe a formal program or a much more informalprocess. Recognizing the value of mentoring,organizations are increasingly looking at ways toformalize these types of relationships as part oftheir leadership development efforts.Action learning is a set of organization developmentpractices in which important real-timeorganizational problems are tackled. Three kindsof objectives are sought: delivering measurableorganizational results, communicating learningsspecific to a particular context, and developingmore general leadership skills and capabilities(Palus & Horth, 2003). Effective action learningmay range from tacit, unfacilitated learning atwork to focused and high-impact learning projectsto transformations of peopleand organizations (Marsick, 2002).Challenging job assignments are apotent form of leadership developmentand provide many of the developmentalopportunities in organizationstoday. The level of organizationalinvolvement in making job assignmentspart of their leadership developmentprocess runs the gamutfrom simply providing people withinformation about developmentalopportunities in their current job to a systematicprogram of job rotation. Using job assignmentsfor developmental purposes provides benefitsthat go beyond getting the job done and mayeven result in competitive advantages for theorganization (Ohlott, 2004).leadership development itself involvesthe development of the whole person.
  • Using job assignmentsfor developmentalpurposesprovides benefitsthat go beyond gettingthe job done.
  • However, the best leadership development programs always include some amount of fascinating and incredibly relevant content. That is, helpful tips, new ideas, proven best practices… the kind of content that causes participants to light up, pick up their pens and start writing.
  • Leadership Development: Strategies for Employee Engagement

    1. 1. June 2012Developing Leaders: Strategies for IncreasingStaff Engagement and Commitment
    2. 2. Our Agenda• Staff Engagement – Why Do We Care• Methods for Developing Leaders• Strategies for Engagement & Commitment
    3. 3. Staff Engagement – Why Do We Care
    4. 4. Whether we realize it or not, workers have beenunder constant duress. Because of scarceresources, few opportunities for developmentand promotions– not to mention the fact thatpeople often have been required to do the workof more than one person – a lot of our workforces is burnt out. Employees across thecountry feel overworked, under-rewarded andgreatly unappreciated.-- John Gibbons, VP of Research andDevelopment at the Institute for CorporateProductivity Impact of the Great Recession
    5. 5. Impact of Low Engagement• Dissatisfaction• Attrition• Inconsistency• Lack of Goodwill
    6. 6. How do you know?• Annual Staff Climate Survey• Employee Feedback• Retention RatesI would be happy to be employed here:Answer Options Response Response Percent Countfor the next year 16.7% 21for the next two to three years 21.4% 27for the next four to six years 19.0% 24for more than the next six years 37.3% 47I am looking for a job elsewhere over the next 12 months. 5.6% 7
    7. 7. Whatmakes you happy?
    8. 8. A FEW DIFFERENTFRAMEWORKS OFHAPPINESSSource: Zappos.com
    9. 9. A FEW DIFFERENT FRAMEWORKS ON HAPPINESS Perceived Control Perceived Progress Connectedness Vision / Meaning (Being part of something bigger than yourself)Source: Zappos.com
    10. 10. Maslow’s HierarchySource: Zappos.com
    11. 11. 3 TYPES OF HAPPINESS Rock Star time (Pleasure – chasing the next high) Flow time (Engagement – time flies) Meaning / Higher Purpose time (Being part of something bigger than yourself)Source: Zappos.com
    12. 12. If the research shows that vision / meaning / higher purpose leads to HAPPINESS… What is your organization’s higher purpose? What is your higher purpose?Source: Zappos.com
    13. 13. What is your nonprofit’s Strategic Plan? Annual Goals? Future Vision?
    14. 14. As a leader in yourorganization, what isyour higher purpose?
    15. 15. Methods for Developing Leaders
    16. 16. “Leaders are not born, they are grown.” -- Peter Drucker
    17. 17. What experiencescontributed to your development as a leader?
    18. 18. Coaching Action Learning Job AssignmentsMentoring 360-Feedback Classroom Training Methods to Support Leadership Development
    19. 19. Strategies for Engagement & Commitment
    20. 20. Strategy #1: Link annual goals for staff to the mission and/or the strategic plan
    21. 21. Strategy #2: Design a “leadership development” program for your organization
    22. 22. Strategy #3: Expose Staff to New Knowledge (Extraordinary content!)
    23. 23. Strategy #4: Chart a Clear Path for Staff How do you chart progress for staff? For organization?
    24. 24. Strategy #5: Re-engage the disengaged!
    25. 25. A few more ideas…• Perceived Control:• Priorities Driven by Staff – Power of Choice!• Perceived Progress:• A Pathway for Advancement• Connectedness:• Teambuilding, Increase Connection to Customers/Clients• Vision / Meaning:• Clarify mission/vision /values for all, keep visible and present – revisit often!
    26. 26. Closing ThoughtHumans have “four basic needs or motivations: to live (survival); to love (relationships); to learn (growth and development), and to leave a legacy (meaning and contribution).” Leadership of the future then creates environments in which individuals can self actualize, in his view, “pay me fairly, treat me kindly, use me creatively, and in principled ways that serve mankind.” – Steven Covey, “Leading in the Knowledge Worker Age”
    27. 27. Questions?
    28. 28. Find Me!• Facebook: Fio Partners, LLC• Twitter: @annefio, @fiopartners• Our Blog: www.fiopartners.com/blog• Email: anne@fiopartners.com

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