Leading For Engagement -Part 3- Oct 22.09


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Leading For Engagement -Part 3- Oct 22.09

  1. 1. <ul><li>The </li></ul><ul><li>Performance Edge: </li></ul><ul><li>Leading for Engagement </li></ul>
  2. 2. What does it take to engage employees for winning performance?
  3. 3. The Higher Law: When you appeal to the highest level of thinking you get the highest level of performance.
  4. 4. The Key Objective: Engage employees through a culture of ownership and lose the employee mentality
  5. 5. <ul><li>The value of employee engagement: </li></ul><ul><li>31% less turnover </li></ul><ul><li>12% higher customer satisfaction </li></ul><ul><li>18% higher productivity </li></ul><ul><li>12% higher profitability </li></ul>
  6. 6. The value of employee engagement: More money, more time and less stress
  7. 7. The Solution: Under your control
  8. 8. Where to focus? Invest time
  9. 9. <ul><li>The Environmental Situation: </li></ul><ul><li>Managerial Gap </li></ul><ul><li>Rise of the Knowledge Worker </li></ul><ul><li>The Impact of Demographics – Enter the Millennial </li></ul>
  10. 10. <ul><li>The Managerial Gap: </li></ul><ul><li>Front-line confidence in manager’s ability declining steadily since 1999 to 25% in 2008. </li></ul><ul><li>Source: DDI 2009 </li></ul>
  11. 11. <ul><li>The Rise of the Knowledge Worker: </li></ul><ul><li>The fastest-growing talent pool – 35% of the workforce </li></ul><ul><li>They are different because they create more profit than other employees – up to 3x more </li></ul><ul><li>They require minimal oversight </li></ul>
  12. 12. Need to understand personality, communication, and collaboration .
  13. 13. <ul><li>The Impact of Demographics: </li></ul><ul><li>The Millennials are now 12% of the workforce and will take over in the next 10 years – they are the largest cohort since the Boomers and will change business and work. </li></ul>
  14. 14. Millennials have been shaped by the Internet, information overload, and overzealous parents.
  15. 15. What are the elements of leading for engagement?
  16. 16. The Central Issue: Leading others is more about feelings and less about facts. We need to ask the audience to understand the audience.
  17. 17. The Goal: Empowerment Act as an owner
  18. 18. The Five Levels of Empowerment: Level 5 – Wait to be told Level 4 – Ask for permission Level 3 – Make recommendations Level 2 – Take action & report back ASAP Level 1 – Take action & responsibility
  19. 19. <ul><li>The Investment: </li></ul><ul><li>Clarify role and contribution </li></ul><ul><li>Focus on delegation </li></ul><ul><li>Follow through with feedback </li></ul><ul><li>Invest in communication! </li></ul>
  20. 20. The Contribution: Show people the connection of their role to the big picture, how their actions create value in the customer equation, and how their work is important.
  21. 21. The Delegation: How work is transitioned is vital for success. The number one challenge for most professionals and managers is how to delegate effectively.
  22. 22. The Ceiling of Complexity Ceiling of Complexity
  23. 23. <ul><li>Top feedback to leaders: </li></ul><ul><li>Micro-managing or getting overly involved </li></ul><ul><li>Engaged in tasks that could be done effectively by others </li></ul>
  24. 24. The Feedback: Regularly and candidly communicate with people how they are doing, what is working and where improvement is needed.
  25. 25. Hope is not the answer. Hope is not the answer.
  26. 26. “ The leader of the past knew how to tell. The leader of the future will know how to ask.” Peter Drucker
  27. 27. Take a consultative approach to engage and invest employees.
  28. 28. <ul><li>As a leader, you need to determine: </li></ul><ul><li>What are the challenges and blocks for people to change? </li></ul><ul><li>What are the opportunities to the change? </li></ul><ul><li>What are the capabilities needed for people to support the change? </li></ul>
  29. 29. <ul><li>As a leader, you need to determine: </li></ul><ul><li>What are the results and outcomes desired from the change? </li></ul><ul><li>What are the feelings from the change? </li></ul>
  30. 30. Personality and instincts affects how we communicate and connect. Leaders and employees are different.
  31. 31. MBTI Type Indicator E I N S T F J P E I S N T F J P Leaders * Population 56 44 55 45 79 21 64 36 49 51 73 27 40 60 54 46
  32. 32. <ul><li>80% of leaders are thinkers – 60% of the population are feelers. </li></ul><ul><li>Leaders talk about possibilities – the population looks at practical reality. </li></ul>
  33. 33. Kolbe: Instinctive Strengths Global Perspective
  34. 34. The foundation of engagement is the ability of leaders to communicate effectively and consultatively to coach the performance of others for success.
  35. 35. The Higher Law: When you appeal to the highest level of thinking you get the highest level of performance.
  36. 36. The solution to employee engagement is under the control of the leader: Invest time and communicate.