Leading with Heart

1. Leading With HeartLeading With Heart To Increase ProductivityTo Increase Productivity & Employee Satisfaction& Employee Satisfaction** Donna Schilder, MCCDonna Schilder, MCC Leadership & Career CoachLeadership & Career Coach www.DonnaSchilder.www.DonnaSchilder.comcom Donna@GlacierPointSolutions.comDonna@GlacierPointSolutions.com 562 434 7822562 434 7822 *Based on: Encouraging the Heart by Kouzes & Posner
2. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 2 Lack of RecognitionLack of Recognition  40% of workers say they40% of workers say they nevernever receivereceive recognitionrecognition  Another 20% rarely receive recognitionAnother 20% rarely receive recognition  Only 50% of managers report that theyOnly 50% of managers report that they give recognition for high performancegive recognition for high performance
3. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 3 TopicsTopics  Assess Your EncouragementAssess Your Encouragement SkillsSkills  The Seven Essentials ofThe Seven Essentials of EncouragingEncouraging  Creating an EncouragementCreating an Encouragement Action PlanAction Plan  Building an EncouragingBuilding an Encouraging CultureCulture
4. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 4 Encouragement IncreasesEncouragement Increases ProductivityProductivity  Kouzes & Posner 1995 study showed:Kouzes & Posner 1995 study showed: ““performance is higher when people areperformance is higher when people are led by individuals who give moreled by individuals who give more encouragement.”encouragement.”
5. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 5 The ImpactThe Impact  Increased productivityIncreased productivity  Decreased absenteeismDecreased absenteeism  Greater initiativeGreater initiative  More cooperationMore cooperation  Fewer conflictsFewer conflicts  His job got easierHis job got easier
6. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 6 Encouragement (Kindness) IncreasesEncouragement (Kindness) Increases ProductivityProductivity  ““Researchers found that managers whoResearchers found that managers who treated employees with kindness, respect,treated employees with kindness, respect, and fairness got much better performanceand fairness got much better performance from their teams.”from their teams.”  Journal of Product Innovation Management,Journal of Product Innovation Management, March 2009March 2009
7. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 7 No. 1 Leadership Success FactorNo. 1 Leadership Success Factor  Center for Creative LeadershipCenter for Creative Leadership ““Relationships with subordinates”Relationships with subordinates”  More warmth and fondnessMore warmth and fondness  More connectionMore connection  More open with their thoughtsMore open with their thoughts
8. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 8 Encouragement IncreasesEncouragement Increases ProductivityProductivity  ““Corporate kindness positively impactsCorporate kindness positively impacts profits.”profits.” Leading with KindnessLeading with Kindness, Baker and O’Malley, Baker and O’Malley  Characteristics of kind mangers:Characteristics of kind mangers:  Compassion*Compassion*  Gratitude*Gratitude*  Humor*Humor*  IntegrityIntegrity  AuthenticityAuthenticity  HumilityHumility
9. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 9 Impact of Motivating EnvironmentImpact of Motivating Environment  A Gallup Workplace Audit found that if aA Gallup Workplace Audit found that if a work group had the 12 Attributes of awork group had the 12 Attributes of a Motivating Environment they were:Motivating Environment they were:  50% more likely to achieve customer loyalty50% more likely to achieve customer loyalty  40% more profitable40% more profitable  10% less turnover*10% less turnover*  On average U.S. companies lose half their workforce every year.On average U.S. companies lose half their workforce every year. A 5% decrease would double their profitA 5% decrease would double their profit
10. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 10 12 Attributes of a Motivating12 Attributes of a Motivating EnvironmentEnvironment 1.1. I know what is expected of me.I know what is expected of me. 4.4. I receive recognition for good work.I receive recognition for good work. 5.5. Someone at work cares about me as a person.Someone at work cares about me as a person. 6.6. Someone at work encourages my development.Someone at work encourages my development. 7.7. Someone at work has talked to me about mySomeone at work has talked to me about my progress.progress. 8.8. My opinions seem to count.My opinions seem to count. 9.9. The mission/purpose of my company makes meThe mission/purpose of my company makes me feel my job is important.feel my job is important.
11. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 11 At the Heart of Encouragement:At the Heart of Encouragement: ““I care about you and what you do.”I care about you and what you do.”
12. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 12 The Encouragement IndexThe Encouragement Index  Take The Encouragement IndexTake The Encouragement Index  Identify areas for improvementIdentify areas for improvement  Recommit to doing what you do wellRecommit to doing what you do well
13. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 13 Action Plan For Encouraging OthersAction Plan For Encouraging Others  ____________________________________________________________________  ____________________________________________________________________  ____________________________________________________________________  ____________________________________________________________________  ____________________________________________________________________  ____________________________________________________________________  ____________________________________________________________________  ____________________________________________________________________
14. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 14 Increasing Productivity Through:Increasing Productivity Through: The Seven Essentials of EncouragingThe Seven Essentials of Encouraging 1.1. Set Clear StandardsSet Clear Standards 2.2. Expect the BestExpect the Best 3.3. Pay AttentionPay Attention 4.4. Personalize RecognitionPersonalize Recognition 5.5. Tell the StoryTell the Story 6.6. Celebrate TogetherCelebrate Together 7.7. Set the ExampleSet the Example
15. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 15 1. Set Clear Standards1. Set Clear Standards  Create clear goalsCreate clear goals  Ask for employee input into their goalsAsk for employee input into their goals  Give consistent feedback to:Give consistent feedback to:  Let them know they are meeting their goalsLet them know they are meeting their goals  Guide them to correct their courseGuide them to correct their course
16. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 16 1. Set Clear Standards1. Set Clear Standards  Show employees how their values alignShow employees how their values align with the company’s goalswith the company’s goals  Help employees feel pride in their workHelp employees feel pride in their work
17. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 17 2. Expect the Best2. Expect the Best  High expectations = high performanceHigh expectations = high performance
18. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 18 3. Pay Attention3. Pay Attention  ““Care by Walking Around”Care by Walking Around”  Listen with your eyes and your heartListen with your eyes and your heart  Put employees firstPut employees first  Understand their barriers & challengesUnderstand their barriers & challenges  Ensure they have what they needEnsure they have what they need
19. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 19 3. Pay Attention3. Pay Attention  Catch them doing something rightCatch them doing something right
20. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 20 4. Personalize Recognition4. Personalize Recognition  Craft recognition carefullyCraft recognition carefully  Ask the employeeAsk the employee  Impersonal recognition can de-motivateImpersonal recognition can de-motivate  Give recognition consistentlyGive recognition consistently
21. 21 Employee Feedback/Recognition Card Name 1/2/05 1/9/05 1/16/05 1/23/05 Janet Pauline Edith Rosemary Lupe
22. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 22 5. Tell the Story5. Tell the Story  The language of leaders isThe language of leaders is storiesstories  StoriesStories  Clarify expectationsClarify expectations  Teach, inspire, and motivateTeach, inspire, and motivate
23. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 23 Telling Great StoriesTelling Great Stories  Identify the PeopleIdentify the People  Give the ContextGive the Context  Outline the PredicamentOutline the Predicament  Highlight the ActionsHighlight the Actions  Show CausalityShow Causality
24. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 24 Recognition Story ExerciseRecognition Story Exercise  Develop a story using the outlineDevelop a story using the outline  Person A - Tell a story to your partnerPerson A - Tell a story to your partner  Person B –Person B –  Listen with your heartListen with your heart  Give your partner feedbackGive your partner feedback  Switch roles and repeat the exerciseSwitch roles and repeat the exercise
25. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 25 6. Celebrate Together6. Celebrate Together  Builds momentumBuilds momentum  Increases commitmentIncreases commitment  Builds communityBuilds community  Fills us with energyFills us with energy
26. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 26 7. Set the Example7. Set the Example  Every morning encourage yourselfEvery morning encourage yourself  Genuinely care about your employeesGenuinely care about your employees  Connect on a personal levelConnect on a personal level  Solicit, gracefully receive, & act onSolicit, gracefully receive, & act on feedback from your stafffeedback from your staff
27. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 27 Ways to Encourage the Heart:Ways to Encourage the Heart: Take ActionTake Action  SmileSmile  ““Thank you”Thank you”  ““Good morning”Good morning”  Meeting Agenda Item:Meeting Agenda Item:  ““I heard something good about you”I heard something good about you”
28. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 28 Ways to Encourage the Heart:Ways to Encourage the Heart: Use Encouraging LanguageUse Encouraging Language  ““I know you can do it”I know you can do it”
29. 29 Ways to Encourage the Heart:Ways to Encourage the Heart: Evaluate YourselfEvaluate Yourself  Do your actions match your values?Do your actions match your values? ValuesValues ActionAction Support othersSupport others Nurture others’ skills & abilitiesNurture others’ skills & abilities Delegate so employees can growDelegate so employees can grow Focusing on paperworkFocusing on paperwork Cancelling meetings with staffCancelling meetings with staff Not spending time with staffNot spending time with staff Doing it all myselfDoing it all myself
30. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 30 Ways to Encourage:Ways to Encourage: Set Them Up For SuccessSet Them Up For Success  Ensure you truly believe that the goalsEnsure you truly believe that the goals assigned to each employee are attainableassigned to each employee are attainable
31. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 31 Ways to Encourage the Heart:Ways to Encourage the Heart: Create Rapport & UnderstandingCreate Rapport & Understanding  Walk in your employees shoesWalk in your employees shoes
32. 32 Action Plan – Becoming anAction Plan – Becoming an Encouraging LeaderEncouraging Leader  ____________________________________________________________________  ____________________________________________________________________  ____________________________________________________________________  ____________________________________________________________________  ____________________________________________________________________  ____________________________________________________________________  ____________________________________________________________________
33. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 33 What Will Get in the Way?What Will Get in the Way?  I don’t have timeI don’t have time  It’s too late to changeIt’s too late to change  My employees will thinkMy employees will think aliensaliens took overtook over my bodymy body
34. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 34 Creating an Encouraging CultureCreating an Encouraging Culture  Encourage superiorsEncourage superiors  Encouragement IndexEncouragement Index  Coach Leaders to improve their skillsCoach Leaders to improve their skills  DiscussDiscuss Encouraging the HeartEncouraging the Heart www.DonnaSchilder.com/RecommendedReadingwww.DonnaSchilder.com/RecommendedReading
35. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 35 Creating an Encouraging CultureCreating an Encouraging Culture  Management Meeting Agenda Item:Management Meeting Agenda Item: EncouragementEncouragement  Hold Leaders accountableHold Leaders accountable  Job Descriptions & Performance AppraisalsJob Descriptions & Performance Appraisals  Encouragement reportsEncouragement reports  Survey their staffSurvey their staff
36. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 36 Involve Your EmployeesInvolve Your Employees  Expect your employees to be encouragingExpect your employees to be encouraging  Write thank you notes to each otherWrite thank you notes to each other  Support each otherSupport each other  Cheer each other onCheer each other on
37. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 37 Use the 7 Essentials of EncouragementUse the 7 Essentials of Encouragement 1.1. Set Clear StandardsSet Clear Standards 2.2. Expect the BestExpect the Best 3.3. Pay AttentionPay Attention 4.4. Personalize RecognitionPersonalize Recognition 5.5. Tell the StoryTell the Story 6.6. Celebrate TogetherCelebrate Together 7.7. Set the ExampleSet the Example
38. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 Working to become a more Encouraging Leader? Contact: Donna Schilder, MCC, Executive Coach Donna@DonnaSchilder.com ~562 434 7822 Learn More: www.DonnaSchilder.com 38
39. Donna Schilder ~ DonnaGlacierPointSolutions.com ~ 562 434 7822 Need Coaching for your whole Executive Team? Glacier Point Solutions, Inc. can help: www.GlacierPointSolutions.com Donna@GlacierPointSolutions.com 39

Editor's Notes

75 minutes From: 12 noon – 1:15
Do you wish you were better at motivating your staff?
Do you believe that if the leaders in your organization were more encouraging, you’d have less problems to deal with in HR?
I think Encouragement has to start within the leader. I think you have to encourage yourself and fill your need for encouragement in order to be an encouraging leader.
It’s wrong thinking to believe that people at the top don’t need encouragement. All human beings respond positively to encouragement.
I also believe that you have to be Happy to be Encouraging. Have you ever tried to follow an unhappy leader? It’s hard isn’t it. They are negative, unsupportive, use fear to lead. You can follow them, but your heart’s just not in it. Your feet lead you, but your heart and soul resist.
That’s why part of the coaching I do with every client has to do with increasing happiness. Because following a happy leader is effortless.
I’m going to give you a business case to help your leaders see that they need to change to increase productivity.
Hold up book
I haven’t included every slide in the handout, just the core. I will be happy to send you the Powerpoint so that you can use the information any way you want.
When they asked people if they needed encouragement, 60% said no. They said they could do their best without encouragement.
Needing encouragement implied they couldn’t perform well unless someone was around cheering them on.
When the question changed to: Does Encouragement help you perform 98% said yes.
Balloon hold up – performance
Bouncing – higher performance
Encouraging culture – best performance
One manager in the Kouzes and Posner book had believed just that ”I treated their accomplishments as part of their normal job which required no recognition.”
He decided to take a different approach:
He shook each members of the team’s hand
He took key players to lunch
He called people to congratulate them if they were offsite
He held a small office party
FIRO-B Instrument
This behavior affected the satisfaction of subordinates two levels down
These are encrouraging leadership attributes
Three top ones are the values most closely associated with Happiness as identified in Martin Seligman’s studies of happiness (Authentic Happiness).
Do you think your boss and the shareholders would like to see a 40% increase in profits?
This is how you can build the business case for your organization to create an encouraging environment
7 of the 12 attributes of a Motivating Environment have to do with encouragement. What was the effect of this encouraging environment?
These attributes correlate closely with Kouzes and Posner’s 7 Essentials of Encouragement
I will send you this Encouragement Index pdf if you’d like. I will tell you at the end how to order it.
Encouragement Index 10 minutes
Did you learn anything new about yourself?
4 Minutes
Your employees can’t do what is expected of them if they don’t know what is expected of them
If you expect bad performance, you get bad performance.
The most important thing you can do as a leader is Pay Attention. Too many leaders stay in their offices and never come out. Is it more important that a leader is productive or that their employees are productive? If you never leave your office:
Either you need to delegate more
Get over your fear of people or your introversion
Or find a way to be more efficient
Recognition is more powerful if it is geared to the person
The story is: the vision, the success, recognition stories
Celebrate together – creates community and mutual support
Set the example: it’s hard to be encouraged by a leader that isn’t committed or encouraging.
I recently coached a business owner that was leaving early and playing a lot of golf. He also wasn’t saying thank you and his staff felt like they needed more input from him. Do you think his staff was motivated? With some changes in his behavior productivity went up and employee satisfaction went up.
Clear meaningful vision – knowing where you’re going
Clear mission – creates passion
Goals
Action Plans
Tasks
Consistent Feedback
My experience bears the need for feedback out. When I support companies with their Employee Satisfaction Surveys, the most common dissatisfiers are not getting enough recognition and not getting enough feedback. Also, when I’ve coached leaders to give more feedback and recognition, not only do the scores go up for the questions pertaining to recognition and feedback, but the scores for all the questions go up. My conclusion. Feedback and recognition = employee satisfaction.
When employees understand how their values align with what the company is doing it creates meaning and pride and commitment
What do you think the byproduct of pride and commitment is? = productivity
Help employees understand the impact the company has on the world
B-2 Bomber Example
The world is a safer place
Riveter’s motivation
One rivet could down a plane
When I expected the best from the Junior High class I taught for a year, they gave it to me. When I walked into the classroom dreading their bad behavior – the bad behavior appeared. SLINK INTO THE CLASSROOM
When I walked into the classroom expecting them to be focused and engaged, they were. PROJECT THE EXPECTATION THAT THEY WILL DO THEIR BEST
I was coaching a manager recently who realized that he had come to expect the worst of a certain employee. He had gotten frustrated with the employee at one point and had continued to be frustrated with the employee every time he saw him. ACT OUT: You Chump
The employee performed badly because he knew the manager was frustrated with him, expected the worst from him, and his self esteem was low. The manager was almost ready to fire the employee.
Through our coaching the manager to forgave the employee and reconnected to the more positive view of him that he had had in the past. What do you think happened? The manager became more encouraging. What happened to the employee’s performance – it improved greatly!!
A coaching client of mine was too busy servicing customers herself, not enough time leading
High employee turnover
Lots of “emergencies”
Lots of employee calls
Employees were confused
Lots of stress for her
Through our coaching she learned to delegate more, empower her staff to make decisions on their own, and spent more time connecting with and encouraging her staff
Results
Happier employees, higher functioning
Lower turnover
Better service for customers
More continuity
More business
Better company reputation
Less work for Mary
One of the most common reasons people leave a job is because they don’t have enough contact and communication from their boss or get too much negative communication
Northrop Employee of the Month
1000 Employees
I wanted it
I worked for it
Mustache
Just took my picture down
It’s like scheduling romance night, it may not seem spontaneous, but it makes sure it happens
I worked with a company to implement a consistent process for giving recognition to their employees. We implemented these cards that were used by the Supervisor and given to the Manager to ensure the supervisor was held accountable for coaching their staff and giving them recognition.
This may seem very regimented, but it did increase employee satisfaction and increased customer satisfaction and loyalty as well.
Move a coin in your pocket
Mark your calendar
I have one coaching client who has an alarm go off randomly during the day to ensure she recognizes at least one person each day
Tell the story of the employee’s contribution well to make the recognition more meaningful.
People PIHRA District 7
Context New Board elected, Golnaz Montagne became the new Programs Director
Predicament Need strong programming to get more attendance and more members. First time I came 5 years ago, no excitement.
Actions Golnaz worked very hard to meet this need. Did survey to
find out topics people wanted, researched to find great
speakers, reviewed speakers to ensure they were high
quality, gave the speakers expectations so they could meet
the needs of the audience
Causality Found great speakers, more satisfaction with meetings,
more attendance, more members. Excitement, smiling
people energy at our meetings
I want to acknowledge Golnaz for all her hard work and for making this year a great success for PIHRA District 7!
10 minutes
5 to write
5 to share (2.5 minute each)
Celebrations reinforce company values & goals
Identify the People – Medtronic, the early days, came up with the idea of pacemakers
Give the Context – Started in a garage, grew to a multi-million dollar company
Outline the Predicament – How to motivate and encourage staff. Working long hours. No budget.
Highlight the Actions – Brought patients and their families in to talk about how the product impacted their lives. The patients said thank you. Did this ever year.
Causality –
Highly motivated staff
Strong sense of commitment and community
Low level of conflict, high productivity, exponential growth, low turnover
Excitement, commitment
People were happy to work long hours
Medtronic pacemakers went from a car battery on a rolling table, to a large hanging external device whose leads would dislodge from time to time (the first patient liked to dance and had many trips to the hospital), to a small implanted device the helps 100s of thousands every year. Achieved through an Encouraging Environment.
It’s ok to be human, it makes you approachable. If you’re approachable, you will know more about what’s going on and won’t be blindsided.
The book has 151 ways to encourage the heart, I am highlighting a few of them
10 minutes
4 to write
6 to share
How will you change?
Change employees’ goals if they are unattainable
15 minutes
As a coach, I help people overcome these kinds of barriers. I see people change and grow every day. It’s not just small changes that accumulate into big changes over time, it’s often huge changes that happen almost instantaneously once someone shifts the way they think.
It takes two things: commitment and support.
Encouragement trickles down
Balloons
Held still = regular performance
Bounce = more commitment, higher performance
Two people bounce – higher performance
Three balloons all bouncing – an encouraging environment
Even if the balloons drop there’s more energy, commitment, which equals more resilience – it’s easier to get back up and perform
This is a metaphor to remind you that you need to keep giving encouragement, you can’t ever stop and that everyone needs encouragement, even if they say they don’t.
Sometimes the best leadership comes from the ranks

Leading with Heart

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Editor's Notes