Good management is critical to getting the best out of your team, but it's also important to understand how your management has a positive or negative impact on your team's motivation. This webinar will teach you both how to get the best out of your people, and how to measure the work you're doing. Proven people and performance management techniques Practical real-life case-studies Different management styles, and how to adopt them to different employees and situations How to measure your team's engagement levels, and their levels of "discretionary effort" How to understand what you're doing to better motivate your team

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Unlocking the Black Box
of Engagement & Discretionary Behaviour

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©2015QUALTRICSLLC.
Agenda
1. Introduction
2. Management tips & strategies
3. Using feedback surveys to measure
success
4. Q & A

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©2015QUALTRICSLLC.
Daniel Wain
Trainer | Conference
Speaker | Actor | Playwright
Daniel Wain Consulting
Sarah Marrs
Employee Engagement Expert
Qualtrics
Speakers

4. 24th March 2016
Daniel Wain
Unlocking the Black Box
of Engagement &
Discretionary Behaviour
How to get the best
out of your people

6. ‘Employees may be our greatest liability, but
people are our greatest opportunity’
‘Increasingly, the success – indeed, the
survival – of every business will depend on
the performance of its knowledge workforce’
Peter Drucker

7. Managing individual performance helps achieve business strategy
- it’s a commercial imperative not a ‘nice to have’
Business strategy
Positive
results
for all
Individual tasks
Individual job roles
Departmental objectives
Specific goals

8. ‘Most research confirms that the quality of
people management is a better predictor of
performance than business strategy,
research and development, or quality
management’
CIPD Change Agenda on Human Capital, 2003

9. Purcell’s ‘People & Performance’ Model
 For people to exert ‘discretionary behaviour’, they must have:
 The ability to do so - the necessary knowledge & skills
 The motivation to do the work & do it well
 The opportunity to deploy their skills in the job & more broadly
contribute to their work group & organisational success
 The role of the line manager is crucial!
John Purcell, for the CIPD, 2003

10. Unlocking Purcell’s Black Box…
John Purcell, for the CIPD, 2003

11. Everyday Working Life

13. Little Things Can Mean a Lot…

14. What in the work environment makes your
people want to do their best?
Over how many of these factors do YOU
have control or influence?

15. Influence where it matters
Circle of
Influence
Circle of
Concern
From Stephen Covey

16. Circle of
Concern
All we worry
about, but over
which we have
no control
(e.g. the
economy,
world poverty)
From Stephen Covey

17. Circle of
Influence
The more you
focus on this, the
larger it becomes
All the things we
can change,
especially our
own behaviour
From Stephen Covey

18. Influence where it matters
Circle of
Influence
Circle of
Concern
From Stephen Covey

19. ‘Leadership is influence.
Nothing more. Nothing less’
Donald Maxwell

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A Manager is on stage every day
- boost your armoury
& be a role model

21. ‘Knowing others is intelligence.
Knowing yourself is true wisdom.
Mastering others is strength.
Mastering yourself is true power’
Lao Tze

22. The Johari window
ARENA
FACADE UNKNOWN
BLIND SPOT
What others
don’t know
about me
What others
know
about me
What I know about myself What I don’t know about myself
Joseph Luft &
Harrington Ingham

23. Why
should
anyone
be led
by
YOU? Rob Goffee &
Gareth Jones, 2006

24. What are you / we aiming for?
“Be yourself, just
with more skill”
Turning talent into
performance
There is no one
recipe for this!

25. High
Low
HighLow
Task
Behaviour
Relationship
Behaviour
Different Management Styles
Participative
Manager
(Supporting)
Delegative
Manager
(Delegating)
Directive
Manager
(Telling)
Consultative
Manager
(Selling / Coaching)
Hersey & Blanchard’s ‘Situational Leadership’

26. One style does not fit all…
‘When the leader succeeds it will be
because they have learned two basic
lessons: people are complex
and people are different’
W C H Prentice, HBR

27. There is more than one leadership style
- be flexible...
Use of authority by the leader
Area of freedom for team members
Tells - Sells - Consults - Involves - Delegates
Leader
decides
and tells
others
Leader
decides
and sells
to others
Leader
proposes
& consults
others
Leader
involves
others in
decision
Leader
delegates
decision
to others
Tannenbaum & Schmidt

28. Know your ‘default’ style, then vary your shots...
any model is only worth knowing if you act upon it!

29. ‘The test of leadership is not
to put greatness into humanity,
but to elicit it, for the greatness
is there already’
John Buchan

30.  Agreeing expectations – “I know what I should be doing”
 Feedback to improve performance – “I know where I need to get better”
 Learning – “I know how to get better”
 Career development – “I know how to achieve my potential”
 Reviewing success – “I know what I’m good at”
 Reviewing priorities – “I know what it’s important for me to focus on”
 Staying on schedule – “I know what deadlines to work to”
 Removing barriers – “I know what support I have”
 Two way communication – “I know that managing
my performance is also my responsibility”
 Building relationships – “I know I am valued”
Managing performance – common sense, yes…
but common practice?

31. The dreaded appraisal…
… is only so, if it’s
the ‘be all & end all’!

32. Objective setting - Quite simply…
 Where am I now?
 Where am I going / where do I need to be?
 How do I get there?
 How will I know that I’ve arrived?
 How can I see how far I’ve travelled?
 Where could I go after that?
 Do I have something to strive for?

33. What Design
built
What Customers
wanted
What Production
manufactured
What Marketing
wanted
What Finance
budgeted for
What R & D
proposed
The problem with fuzzy objectives

34. Measurable
Achievable
Timebound
Specific
Relevant

35. The importance of agreeing expectations
Telepath wanted.
You know where to apply

36. ‘Set me anything to do as a task,
and it is inconceivable the desire
I have to do something else’
George Bernard Shaw
The trick is to delegate the right tasks,
to the right people, at the right time, in the right way

37. Delegate. Don’t dump

38. ‘If you go on doing what you’ve
always done, you’ll go on getting
what you’ve always got.
It’s a particular type of insanity that thinks
you can get different results from the
same skills & behaviours’
Albert Einstein

39.  A good manager:
 Ensures feedback is specific, clear & timely
 Uses it to reinforce good performance,
as well as to correct not so good
 Doesn’t ‘mix’ feedback
 Tests any assumptions
 Identifies the cause
to agree a solution
 Pro-actively seeks,
as well as gives
 Focuses on behaviour
not personality
Regular & ongoing feedback is crucial
to effective performance management

40. Describe
impact
Pause
Make
suggestion
Observe
behaviours
A simple feedback model

41. ‘The single biggest problem in
communication is the illusion
that it has taken place’
George Bernard Shaw

42. Empower by asking not telling…
 “What’s the issue here?”
 “What do you think
the problems might be?”
 “How would you do it?”
 “What have you already tried?”
 “Is there a better way
to achieve our outcome?”
 “What would it look like
in an ideal world?”
 “How will you know you’ve solved it?”
 “What needs to happen
to make it a reality?”
 “How did it work out?”
 “What would / could we /
you do differently next time?”

43. ‘Give a man a fish and you feed him
for a day, teach him how to fish
and you feed him for a lifetime’
Lao Tzu

44. If you forget everything else, remember…
 Effective people management is essential to continued business
success – it’s not a ‘nice to do’ but a commercial imperative
 Little things mean a lot – make time for these
to save more time fire-fighting later
 Performance management has to be ongoing and continuous –
it’s far more than the appraisal
 There should be no surprises at the appraisal
 The appraisal is about communication not paperwork
 It’s their appraisal & performance – let them think, speak & record
 Aim for a non-directive ‘coaching’ style – give people
the space to grow & find their own solutions
 Be aware of your default style & be flexible
– aim for ‘best fit’ rather than ‘best practice’
 Continually measure your effectiveness
& seek feedback from your people
– decrease the blind spot!

45. ‘If you leave us our money, our factories and
our brands, and take away our people, the
company will fail. But if you take away our
money, our factories and our brands, and
leave us our people, we can rebuild the whole
thing in a decade’
Richard R Dupree, former CEO of P&G

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Measuring and influencing
employees behaviour

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©2015QUALTRICSLLC.
Different ways to measure discretionary
behaviour
EMPLOYEE ENGAGEMENT FEEDBACK
measures how connected people feel to the
organisation and their work and the company
they work for, and, critically, how much effort
they are prepared to put in as a result
360 FEEDBACK
measures the frequency at which employees
show individual behaviours and gives
objective feedback

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©2015QUALTRICSLLC.
Measure discretionary behaviour
EMPLOYEE ENGAGEMENT
measures how connected people
feel to the organisation and their
work and the company they work for,
and, critically, how much effort they
are prepared to put in as a result
PRIDE
ADVOCACY
INTENT TO STAY
DISCRETIONARY EFFORT
EMPLOYEE ENGAGEMENT
I feel proud to work for this organisation
I would recommend this organisation to family and friends as a place to work
I see myself working at this organisation in 2 years time
This organisation motivates me to go above and beyond in my role

49. Company practices / behaviours
(Potential drivers of Engagement)
~40 questions
An basic model for driving
Employee Engagement
Employee Engagement
(Outcome)
AUTONOMY
/EMPOWERMENT
CAREER
OPPORTUNITIES
COLLABORATION
COMMUNICATION
COMPANY
LEADERSHIP
PAY & BENEFITS
QUALITY
PRODUCT/SERVIC
ES
RECOGNITION RESOURCES
STRATEGY
ALIGNMENT
SUPPORTIVE
MANAGEMENT
TRAINING &
DEVELOPMENT
THE EXTENT TO WHICH AN
INDIVIDUAL FEELS
CONNECTED TO THE
ORGANISATION, AND IS
WILLING TO GO ABOVE AND
BEYOND AS A RESULT
PRIDE
ADVOCACY
INTENT TO STAY
DISCRETIONARY EFFORT
Step 1 – establish what is in your circle of influence
EMPLOYEE
MANAGER
COMPANY LEADERSHIP

50. Company practices / behaviours
(Potential drivers of Engagement)
~40 questions
An basic model for driving
Employee Engagement
AUTONOMY
/EMPOWERMENT
CAREER
OPPORTUNITIES
COLLABORATION
COMMUNICATION
COMPANY
LEADERSHIP
PAY & BENEFITS
QUALITY
PRODUCT/SERVIC
ES
RECOGNITION RESOURCES
STRATEGY
ALIGNMENT
SUPPORTIVE
MANAGEMENT
TRAINING &
DEVELOPMENT
AUTONOMY / EMPOWERMENT
1. Decisions are made at the appropriate level in
this company
2. My manager listens to or acts on my ideas
3. I am encouraged to come up with new ways of
doing things in my role
4. I am given the opportunity to be involved in
decisions that affect me
CAREER OPPORTUNITIES
1. There are good opportunities for career
progression at this company
2. My manager gives me the opportunity to try
new things in my role which align with my
career
3. I have an understanding of my career path at
this company
4. I find my day-to-day work challenging and
interesting
Step 1 – establish what is in your circle of influence

51. Company practices / behaviours
(Potential drivers of Engagement)
~40 questions
An basic model for driving
Employee Engagement
AUTONOMY
/EMPOWERMENT
CAREER
OPPORTUNITIES
COLLABORATION
COMMUNICATION
COMPANY
LEADERSHIP
PAY & BENEFITS
QUALITY
PRODUCT/SERVIC
ES
RECOGNITION RESOURCES
STRATEGY
ALIGNMENT
SUPPORTIVE
MANAGEMENT
TRAINING &
DEVELOPMENT
Step 2 – use data analysis to tell you what affects Engagement
EMPLOYEE
COMPANY LEADERSHIP
MANAGER
MANAGER
COMPANY LEADERSHIP
MANAGE
R

52. 15 questions to measure your impact on
discretionary behaviour
EMPLOYEE ENGAGEMENT
1. I feel proud to work for this organisation
2. I would recommend this organisation to family and friends as a place to work
3. I see myself working at this organisation in 2 years time
4. This organisation motivates me to go above and beyond in my role
1. My manager listens to or acts on my ideas (AUTONOMY & EMPOWERMENT)
2. My manager gives me the opportunity to try new things in my role which align with my career (CAREER
PROGRESSION)
3. The workload is evenly distributed across my team (COLLABORATION)
4. I receive regular communication from my manager about what is happening at this company (COMMUNICATION)
5. My pay is linked to my performance (PAY AND BENEFITS)
6. People are recognised when they go above and beyond for customers on my team (QUALITY OF PRODUCT OR
SERVICES)
7. I receive positive feedback from my manager when I do a good job (RECOGNITION)
8. My manager’s actions are consistent with their words – they practice what they preach (SUPPORTIVE
MANAGEMENT)
9. Poor performance on my team is addressed (SUPPORTIVE MANAGEMENT)
10.My manager helps me understand my strengths and areas for development (SUPPORTIVE MANAGEMENT)
11.I have the training I need to be successful in my role (TRAINING AND DEVELOPMENT)

53. Measuring behaviour on a 360
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©2015QUALTRICSLLC.
MANAGER
EMPLOYEE
TEAM-MATES
DIRECT
REPORTS

54. Measuring behaviour on a 360
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©2015QUALTRICSLLC.
OBJECTIVE
FOCUSSED ON
BEHAVIOURS
CONSTRUCTIV
E
360s force you into
best practices

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©2015QUALTRICSLLC.
Daniel Wain
Trainer | Conference
Speaker | Actor | Playwright
Daniel Wain Consulting
dw@danielwain.com
Sarah Marrs
Employee Engagement Expert
Qualtrics
sarahm@qualtrics.com
Q&A