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The Outstanding Organization:
    The Power of Engagement

       Presenter: Karen Martin


            Webinar
           May 17, 2012
 Founder, Karen Martin & Associates, LLC
(1993)
 Lead Lean transformations in the service
sector and office areas within manufacturing
 Teaches at University of California, San
Diego’s Lean Enterprise program
 Email: karen@ksmartin.com
 Twitter: @karenmartinopex
 Facebook:
www.facebook.com/karenmartinassoc
                                               Karen Martin,
                                                 Principal




                                  July 2012
2012 Webinars
    Date                                   Topic
March 22       The Outstanding Organization: The Power of Clarity
April 5        The Outstanding Organization: The Power of Focus
May 3          The Outstanding Organization: The Power of Discipline
May 17         The Outstanding Organization: The Power of Engagement

  All recorded webinars are available at www.vimeo.com/karenmartinassoc and
  all materials are available at www.slideshare.net/karenmartin2.



                                   Release Date: July 6, 2012
                                         (McGraw-Hill)

                                     Available for Preorder:
                                       www.bit.ly/km-too


                                                                              3
We need to improve
      how we improve.



                        4
Mindsets & Behaviors


                       5
Lack of Clarity
    Lack of Focus
       Lack of Discipline
            Lack of Engagement
                                 6
The Outstanding Organization


                                 Business Results

               Problem Solving




                                       Improvement
                                        Continuous 




                                                      Resilience
   Core 
Capabilities


                                       CHOS



                                                                   7
Employee Engagement &
Operational Excellence:

Two Sides of the Same Coin
• World-class organizations - ratio of
  engaged to actively disengaged
  employees is 9.57:1.

• Average organizations, ratio of
  engaged to actively disengaged
  employees is 1.83:1.
                      ― Gallup

                                         9
We Know It’s Important...




                            10
Energy Crisis: Widespread Disengagement




                                      11
The corporate world is
appalling bad at capitalizing
on the strengths of its people.

                 — Marcus Buckingham




                                       12
What is
          Engagement?


                    13
“To be fully engaged, we must be
physically energized, emotionally
connected, mentally focused and
spiritually aligned with a purpose
      beyond our self-interest.”

               — Jim Loehr & Tony Schwartz,
                The Power of Full Engagement



                                               14
“… focused energy, evident to 
    others in the display of… 
persistence directed toward 
     organizational goals.”

      — William Macey, Benjamin Schneider, et. al, 
        Employee Engagement



                                                      15
How do we “get”
 our employees to

  engage?

                    16
Enabling Engagement


        Connection




 Creativity     Control


                          17
“I’ve become a better person, a better husband, 
a better friend, from working at Gore.”

                 — Terry, a W.L. Gore Associate 




                                                   18
Under-Developed Areas

• Onboarding
• Problem-Solving & Continuous
  Improvement




                                 19
You had them at
 “You’re hired.”


                   20
To what degree do new hires receive all of the 
    tools and information they need to function 
               effectively on day one? 

70.0%                 63%

60.0%

50.0%         44%
                                                 Before initial round
40.0%                                            of improvement

30.0%                              23%           After initial round of
                                                 improvement
                                           14%
20.0%

10.0%

 0.0%
          Always, Sometimes     Rarely, Never
Onboarding – Missing Pieces
• Tools
  – Physical (e.g. desk, etc.)
  – Technology (e.g. phones, computers, physical access,
    access to applications needed, logins, etc.)
  – Identifiers (e.g. signage, business cards, etc.)
• General information
  – Company (e.g., customers, values, business goals, etc.)
  – Org charts
  – Phone directories
• Job-specific orientation
  – Documented procedures (standard work)
  – Apprenticeship approach: Observe, do with supervision, do
  – Clear understanding about what constitutes “success.” 22
23
Under-Developed Areas

• Onboarding
• Problem-Solving & Continuous
  Improvement




                                 24
Develop
               hypothesis




   Refine
                             Conduct 
Standardize 
                            experiment
  Stabilize




               Measure 
                results
                                     25
Enabling Engagement: A3 Management

                            A3 
                          Report




     The vital role of 
    the coach/mentor

                                     26
Kaizen Event – Definition

A two- to five-day focused improvement
  activity during which a sequestered,
  cross-functional team designs and
implements improvements to a defined
process or work area, generating rapid
    results and learned behavior.
                    Karen Martin & Mike Osterling
                       The Kaizen Event Planner


                                                    27
Kaizen Events Offer Myriad Benefits
“I went home yesterday and told my
family that it was one of the best
working days I’ve ever had.
  I was able to fully use my

capabilities for three days.”
     — Fred Valenzano, Professional Engineer



                                               29
Engagement via Daily Improvement



Improvement Kata

      +
 Coaching Kata



                                   30
Problem solving is a high.




                             31
Progressive Learning




                       32
The Next Frontier…




The Middle Manager   33
Where to Start?
• Improve your onboarding process.
• Train a core group of middle managers
  and/or above in problem solving and
  improvement coaching.
• Transition your dedicated improvement
  professionals from “do-ers” to “teachers.”
• Hold a few kaizen events each year to build
  new behaviors.
• Never, ever make process improvement
  without deep involvement of the people who
  actually do the work.
• Advocate the truth that people aren’t the
  problem – systems are.
                                                34
Additional Resources




                          July 6, 2012
                         Available for 
                          Preorder: 
                       www.bit.ly/km‐too

                                         35
For Further Questions


        Karen Martin, Principal
       7770 Regents Road #635
         San Diego, CA 92122
            858.677.6799

        ksm@ksmartin.com
     Twitter: @karenmartinopex

Monthly newsletter: www.ksmartin.com/subscribe




                                                 36

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The Outstanding Organization: The Power of Engagement

  • 1. The Outstanding Organization: The Power of Engagement Presenter: Karen Martin Webinar May 17, 2012
  • 2.  Founder, Karen Martin & Associates, LLC (1993)  Lead Lean transformations in the service sector and office areas within manufacturing  Teaches at University of California, San Diego’s Lean Enterprise program  Email: karen@ksmartin.com  Twitter: @karenmartinopex  Facebook: www.facebook.com/karenmartinassoc Karen Martin, Principal July 2012
  • 3. 2012 Webinars Date Topic March 22 The Outstanding Organization: The Power of Clarity April 5 The Outstanding Organization: The Power of Focus May 3 The Outstanding Organization: The Power of Discipline May 17 The Outstanding Organization: The Power of Engagement All recorded webinars are available at www.vimeo.com/karenmartinassoc and all materials are available at www.slideshare.net/karenmartin2. Release Date: July 6, 2012 (McGraw-Hill) Available for Preorder: www.bit.ly/km-too 3
  • 4. We need to improve how we improve. 4
  • 6. Lack of Clarity Lack of Focus Lack of Discipline Lack of Engagement 6
  • 7. The Outstanding Organization Business Results Problem Solving Improvement Continuous  Resilience Core  Capabilities CHOS 7
  • 8. Employee Engagement & Operational Excellence: Two Sides of the Same Coin
  • 9. • World-class organizations - ratio of engaged to actively disengaged employees is 9.57:1. • Average organizations, ratio of engaged to actively disengaged employees is 1.83:1. ― Gallup 9
  • 10. We Know It’s Important... 10
  • 12. The corporate world is appalling bad at capitalizing on the strengths of its people. — Marcus Buckingham 12
  • 13. What is Engagement? 13
  • 14. “To be fully engaged, we must be physically energized, emotionally connected, mentally focused and spiritually aligned with a purpose beyond our self-interest.” — Jim Loehr & Tony Schwartz, The Power of Full Engagement 14
  • 15. “… focused energy, evident to  others in the display of…  persistence directed toward  organizational goals.” — William Macey, Benjamin Schneider, et. al,  Employee Engagement 15
  • 16. How do we “get” our employees to engage? 16
  • 17. Enabling Engagement Connection Creativity Control 17
  • 19. Under-Developed Areas • Onboarding • Problem-Solving & Continuous Improvement 19
  • 20. You had them at “You’re hired.” 20
  • 21. To what degree do new hires receive all of the  tools and information they need to function  effectively on day one?  70.0% 63% 60.0% 50.0% 44% Before initial round 40.0% of improvement 30.0% 23% After initial round of improvement 14% 20.0% 10.0% 0.0%   Always, Sometimes   Rarely, Never
  • 22. Onboarding – Missing Pieces • Tools – Physical (e.g. desk, etc.) – Technology (e.g. phones, computers, physical access, access to applications needed, logins, etc.) – Identifiers (e.g. signage, business cards, etc.) • General information – Company (e.g., customers, values, business goals, etc.) – Org charts – Phone directories • Job-specific orientation – Documented procedures (standard work) – Apprenticeship approach: Observe, do with supervision, do – Clear understanding about what constitutes “success.” 22
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  • 24. Under-Developed Areas • Onboarding • Problem-Solving & Continuous Improvement 24
  • 25. Develop hypothesis Refine Conduct  Standardize  experiment Stabilize Measure  results 25
  • 26. Enabling Engagement: A3 Management A3  Report The vital role of  the coach/mentor 26
  • 27. Kaizen Event – Definition A two- to five-day focused improvement activity during which a sequestered, cross-functional team designs and implements improvements to a defined process or work area, generating rapid results and learned behavior. Karen Martin & Mike Osterling The Kaizen Event Planner 27
  • 29. “I went home yesterday and told my family that it was one of the best working days I’ve ever had. I was able to fully use my capabilities for three days.” — Fred Valenzano, Professional Engineer 29
  • 30. Engagement via Daily Improvement Improvement Kata + Coaching Kata 30
  • 31. Problem solving is a high. 31
  • 34. Where to Start? • Improve your onboarding process. • Train a core group of middle managers and/or above in problem solving and improvement coaching. • Transition your dedicated improvement professionals from “do-ers” to “teachers.” • Hold a few kaizen events each year to build new behaviors. • Never, ever make process improvement without deep involvement of the people who actually do the work. • Advocate the truth that people aren’t the problem – systems are. 34
  • 35. Additional Resources July 6, 2012 Available for  Preorder:  www.bit.ly/km‐too 35
  • 36. For Further Questions Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 ksm@ksmartin.com Twitter: @karenmartinopex Monthly newsletter: www.ksmartin.com/subscribe 36