The document discusses employee engagement and leadership. It emphasizes that engaged employees are committed to organizational goals, increase productivity, and reduce turnover. Leaders must engage employees and facilitate teamwork. The best leaders direct employees rather than micromanage, and develop talent through training, clear communication, recognition, and motivation. Engaged employees fit within the organizational structure and goals when leaders follow Laura Ewing-Pearle's concepts for talent development and motivating employees with her "-ates" rules.

1. Employee
Engagement &
Leadership
Integrating staff as
team members and
partners
(c) Laura Ewing-Pearle, 2017

2. Leaderless = Directionless?
• Lee Iacocca: “I hire people brighter than
me and then I get out of their way.”
• And Steve Jobs & Richard Branson &
Tina Fey…
However:
• Employees become lost, unfocused,
confused without a leader and
directions.
(c) Laura Ewing-Pearle, 2017

3. Leaderless = Directionless?
• Priorities not delineated; corporate goals lost
in the shuffle
• Talent is not mentored or developed
• Forgo benefits of teams & teamwork: “The
foundation of every great team is a direction
that energizes, orients, and engages its
members. Teams cannot be inspired if they
don’t know what they’re working toward and
don’t have explicit goals.” – Haas & Morensen, 2016.
(c) Laura Ewing-Pearle, 2017

4. Do you rule or lead?
Monarchs
• Micromanages during project
• Overbearing; orders staff
instead of directing them
• Nitpicks
• Abdicates responsibility
• Rule with iron fist; won’t accept
change and resents advice
• Credit Hog and insecure
• Hazy & unclear with goals
• Sits on *** instead of
contributing
Leaders
• Leads by example and listens to
all stakeholders
• Engages and educates team
• Accepts new ideas, processes,
and smart people
• Drives change and
improvements
• Eager to share credit with team
• Rational, Reliable, Responsible,
and Resourceful
• Supportive of staff
(c) Laura Ewing-Pearle, 2017

5. Do you rule or lead?
The best leaders are
transformational leaders, who:
• engage employees and
manage change.
• hire intelligent, innovative
employees and mentor their
team members to develop
new leaders.
• applaud success and give
credit, but not afraid to step
up in a crisis = share the
credit, take the blame.
.
(c) Laura Ewing-Pearle, 2017

6. The Engaged Employee
• “An engaged employee will stop and
pick up a piece of trash in the
hallway, a disengaged employee will
walk by the piece of trash and leave
it, and an actively disengaged
employee will throw the trash on the
floor”. Nat Measley, COO & “Master of Fun”
at Fun Dept. in Delaware
• In baseball terminology, an engaged
player will sacrifice himself on a
bunt if it helps the team.
(c) Laura Ewing-Pearle, 2017

7. The Engaged Employee: Why
• Intuit’s analysis demonstrated that their more engaged
employees were “five times less likely to voluntarily
leave the company.”1
• Heavy-machinery manufacturer Caterpillar Inc. realized
a 34% rise in satisfied customers, an 80% decrease in
employee grievances, and $8.8 million in savings.2
• A state transportation department found that customer
satisfaction improved as their employee engagement
scores increased.3
• Investing in employee engagement was rewarding for
Molson Coors, which “saved $1,721,760 in safety costs
in one year”. ⁴
• Organizations with higher engagement bested their
competition in earnings per share by 18%.⁵
(c) Laura Ewing-Pearle, 2017

8. The Engaged Employee: Why
Increased
Productivity
Reduced
Turnover
(c) Laura Ewing-Pearle, 2017

9. The Engaged Employee: Who
• Who is an engaged employee?
o Committed to achieving company goals and mission
o Evangelizes for organization, even outside work
o Volunteers for assignments and for teams
• From Hewitt Associates:‡
• Strong sense of belonging; aspiration to
stay with organization. (Think Whole Foods
employees’ committment.)
Stay
• Positive with all stakeholders (co-workers,
community, prospects) & an advocateSay
• Go the “extra mile” and “exert extra effort”Strive (c) Laura Ewing-Pearle, 2017

10. Responsibility
and
Respect
Engaged Employees Support
Corporate values & Know the “Why”
Belonging; Role
Clarity
Engaged Employees Know Where
They Fit in Corporate Mission
Purpose &
Mission
(c) Laura Ewing-Pearle, 2017

11. The Engaged Employee: How
LEP’s Rules of “-ates” for
Employee Engagement
 Communicate
 Compensate
 Delineate
 Update!
 Cultivate
 Motivate
 Educate
 Innovate
Motivate
Delineate
Compensate
Communicate
CultivateInnovate
Update!
Educate
(c) Laura Ewing-Pearle, 2017

12. The Engaged Employee: How
• Communicate: Honest
feedback and recognition; put
the ‘praise’ in appraisal. Share
company messaging.
• Compensate: Incentives and
rewards should directly
correlate to performance.
• Delineate: Clearly define tasks
and roles, and their
relationship to organization
goals and vision.
• Update! Your employees aren’t
mushrooms; they don’t thrive
in the dark.
Communicate
Delineate
Compensate
Update!
(c) Laura Ewing-Pearle, 2017

13. The Engaged Employee: How
• Cultivate: Use team building to
strengthen camaraderie, foster
innovation, and add positive social
impact for team & community.
• Motivate: Inspire instead of
dictate! Focus on individual’s ‘why’:
rewards, responsibility,
recognition, respect.
• Educate: Training and talent
development is your most valuable
tool: enhances job performance
and imparts sense of value to
employees.
• Innovate: Step outside corporate
boundaries to design job duties,
roles, and rewards.
Communicate
Motivate
Delineate
Compensate
CultivateInnovate
Update!
Educate
(c) Laura Ewing-Pearle, 2017

14. TIPS for Training
• Train for their next job, not
only their current
• Individualized and
personalized content is more
effective
• Participatory training
increases retention – and it’s
more enjoyable!
• Supportive training is
superior to disciplinary
training – start early!
(c) Laura Ewing-Pearle, 2017
(c) Laura Ewing-Pearle, 2017

15. • Shared org
values
• Fair & equitable
treatment• Acknowledgement
• Management
Path
• Raises
• Bonuses
• Vacation days
R
e
c
o
g
n
i
t
i
o
n
4 R’s of Motivating for Engagement
Millennials in
particular
wants a
values match!
(c) Laura Ewing-Pearle, 2017
Recognition
doesn’t need
to be
monetary, but
must be visible
Focus on “total
rewards”
package,
including
benefits
Increased
responsibility
leads to
greater job
satisfaction
Rewards Responsibility
Respect
Recognition

16. Engaged Employees
Engaged employees fit into your team, your corporate structure,
and most importantly they fit into your goals and strategy.
(c) Laura Ewing-Pearle, 2017

17. Summary: Employee Engagement
& Leadership
Be a leader, not a monarch
Leaders must engage employees & facilitate value
of teamwork
Engaged employees bring commitment to the
organizations goals, increased productivity, and
greater productivity
Engaged employees can be developed with Laura’s
“-ates” and talent development concepts
Training and motivating your team members will
pay for itself and bring outstanding rewards
(c) Laura Ewing-Pearle, 2017

18. Resources
• Jim Asplund, Jim Harter, Ph.D., John H. Fleming, Ph.D. (Nov 1, 2007). Return on Investment in
Engaging Employees. Gallup Inc. SOURCE: Gallup
http://news.gallup.com/businessjournal/102523/return-investment-engaging-employees.aspx.
• Employee Engagement: Your Competitive Advantage. SHRM Foundation Executive Briefing.
(2017)
• Martine Haas and Mark Mortensen. (2016) "The Secrets of Great Teamwork." Harvard Business
Review 94, no. 6: 70-76.
• Nancy Mann Jackson. (April 17, 2009) “Team-Building with a Purpose”. Entrepreneur. Retrieved
12/9/2014 from http://www.entrepreneur.com/article/201322.
• Robert J. Vance, PhD. (2006) Employee Engagement and Commitment: A guide to
understanding, measuring and increasing engagement in your organization. SHRM Foundation
Publ.
             
• SHRM is the Society for Human Resource Management, https://www.shrm.org/
• ATD is the Association for Talent Development, https://www.td.org/
• Training Industry Inc. at https://www.trainingindustry.com/ offers articles, conferences, etc.
• Harvard Business Review at https://hbr.org/topic/human-resource-management has multiple
helpful articles.
• www.lewingpearle.com
(c) Laura Ewing-Pearle, 2017