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Johnsmythe, IABC Europemiddleeast leadership presentation

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John Smythe, author of the Chief engagement officer, gives a preview of his forthcoming book the velvet revolution.

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Johnsmythe, IABC Europemiddleeast leadership presentation

  1. 1. Velvet revolution at work; the rise of employee engagement, the fall of command and control IABC 24 th September 2010
  2. 2. Employee engagement ranks highly Figures in brackets = 2008 results The most important factors in driving performance
  3. 3. Overall, those who say that they are engaged with their job have a net ‘extra mile’ score of 90 compared with just 12 for those who are not engaged. ‘ I tend to go the extra mile to ensure a good result for my organisation ’. Net agree score. Going the extra mile
  4. 4. The benefits of engagement Engaged with my job Employer engages to improve performance I tend to go the extra mile to ensure a good result for my organisation. 94% 94% I am satisfied with my present job 80% 86% I am satisfied with communications where I work 58% 74% Satisfied with how my line manager treats me 78% 87% Satisfied with the extent to which I am empowered to make decisions 74% 83% Satisfied with recognition received 64% 80% Not engaged 44% 11% 15% 36% 21% 17%
  5. 5. Which workers are most productive, creative & contented?
  6. 6. Nothing new – Nelson deployed mission command
  7. 7. An Anglo Saxon historical perspective
  8. 8. <ul><li>Cradle to grave portfolio careers </li></ul><ul><li>Loyalty for security transactional relationship </li></ul><ul><li>Dependence independence </li></ul><ul><li>‘ Our human resources’ creative talent on loan </li></ul><ul><li>Employees citizens </li></ul><ul><li>Command and control well governed inclusivity </li></ul><ul><li>I left the company I left my boss </li></ul><ul><li>CEO = GOD CEO=Guide </li></ul>Work is not what it was
  9. 9. <ul><li>1. Leader’s footprint </li></ul><ul><li>Trust </li></ul><ul><li>Credibility/judgement </li></ul><ul><li>Transparency </li></ul><ul><li>Consistency of role model </li></ul><ul><li>2. The organization’s compass </li></ul><ul><li>A moral purpose </li></ul><ul><li>Distinct business purpose/vision </li></ul><ul><li>Believable brand </li></ul><ul><li>Line of sight; my role, purpose / vision, our customer, our community </li></ul><ul><li>3. My space </li></ul><ul><li>My community </li></ul><ul><li>My connectivity </li></ul><ul><li>Portable skills. </li></ul>Drivers of engagement
  10. 10. Telling the many what has been decided by the few Selling to the many what has been decided by the few Co-creation Judging who will add value if included in front end decision forming for change & strategy Inclusion Driving accountability down by implicating people as individuals in execution What engages people at work?– power sharing Hooligans or spectators Compliant collaborators Willing collaborators Personally committed reformers
  11. 11. Choices of approach open to leaders “ There is a 5 th box - they decide but don’t even bother telling us”
  12. 12. <ul><li>Engaged people: </li></ul><ul><li>Are creative and productive </li></ul><ul><li>Constructively challenge </li></ul><ul><li>Seek to initiate change themselves </li></ul><ul><li>Drive other people’s change </li></ul><ul><li>Advocate the company from their own perspective not as brand robots </li></ul><ul><li>Enjoy their work and make it enjoyable for colleagues and external parties </li></ul>But what are the most influential drivers? What engages people at work?
  13. 13. What engages people at work? “ A culture of distributed leadership which enables people at work to liberate their creativity to deliver surprisingly good results for their institution and themselves ”
  14. 14. <ul><li>Driving value by inviting employees who deliver the end result to contribute to day to day decisions, strategy and change in a well governed way </li></ul><ul><li>Leaders at every level who have the appetite and capability to engage people in the decision making process </li></ul>Sharing power. What engages people at work?
  15. 15.  Communication <ul><li>Making connections </li></ul><ul><li>Sharing meaning </li></ul><ul><li>Influencing mood/climate </li></ul><ul><li>Setting context </li></ul><ul><li>Reinforcing status quo/hierarchy </li></ul>Engagement <ul><li>Opening decision making and change to the right groups to - add value - accelerate execution - broaden ownership and sustainability </li></ul><ul><li>= Power sharing </li></ul><ul><li>Disturbing status quo/suspending hierarchy </li></ul>Communication and engagement
  16. 16. <ul><li>Leadership and culture - Gods to Guides </li></ul><ul><li>Change - Elite, top down, left brained programmatic to well governed inclusivity </li></ul><ul><li>Communication - Decide and tell to conversation & discourse </li></ul>Implications
  17. 17. Ten building blocks
  18. 18. Ten building blocks 1. A leadership philosophy first, a programme and process second 2. All leaders, managers & supervisors are ‘chief engagement officers’ 3. The power of the peach 4. Change interventions that turn the hierarchy upside down 5. Creating citizen readiness 6. Volcanic eruption or lava flow? 7. Gaia comes home; high speed mass digital engagement 8. North Korea syndrome; don’t believe that survey 9. Adult to adult communication 10. Your people as community advocates
  19. 19. Ruby & Geraldine
  20. 20. 1. A leadership philosophy first, a programme and process second
  21. 21. 2. All leaders, managers & supervisors are ‘chief engagement officers’ Chief Engagement Officer
  22. 22. Management drivers of engagement and performance Creates space for teams and individuals to test and explore whilst ensuring short term demands are met (0.13) Accepts challenge and addresses questions (0.11) Provides insight and explanation to help create a clear context for the work we do (0.10) Identifies the right people to contribute given the demands of different situations (0.10) Creates value by engaging others (0.09) Communicates clear messages about what needs to be done Has the knowledge needed to lead our team in the work we do Is adept at dealing with different personalities Helps members of the team overcome resistance to change Invites people who can make a difference to be involved, irrespective of level of seniority Helps groups integrate different perspectives to create sustainable solutions
  23. 23. 40 48 39 41 50 45 47 52 49 50 47 Per cent who strongly agree or tend to agree that their line manager has each of the competencies.
  24. 24. 3. Decision making style
  25. 25. 4. Change interventions that turn the hierarchy upside down
  26. 26. 5. Creating citizen readiness
  27. 27. 6. Volcanic eruption or lava flow? strategy cycle
  28. 28. 7. Gaia comes home; high speed mass digital engagement
  29. 29. 8. North Korea syndrome; don’t believe that survey
  30. 30. 9. Adult to adult communication
  31. 31. 10. Your people as community advocates Plan A Because there is no Plan B
  32. 32. <ul><li>John Smythe </li></ul><ul><li>[email_address] </li></ul><ul><li>m. +44 (0)7710 130 755 </li></ul>Make contact www.engageforchange.com

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