-We’ll touch on recent studies that point to shifting attitudes about legacy solutions related to employee engagement and performance management. -Then well introduce what we believe is the single most important ingredient to transforming organizations into healthy, high-functioning teams. -We’ll also introduce a simple and highly effective behavioral technique for growing and strengthening human relationships. -And finally, we’ll introduce a powerful behavior tool that improves trust, understanding, and cooperation between people. It’s the Ultimate Engagement Tool. No more training and then forget.
And of course we’ll do our best to get to your questions. But if we don’t, please don’t hesitate to reach out. We’ll also publish this webinar as a podcast and the slides will be available for download.
If you don’t understand the nature of engagement, it’s impossible to improve.
It’s a reflection of a PROCESS between two people.
We’ve heard many stories about approaches to engagement that are centered on picnics, employee parties, employee rewards programs, etc. This is a total and complete misfire.
Organizational engagement requires individual engagement between people. IT’S ABOUT RELATIONSHIPS.
Imagine a workplace where there’s a high level of fear and distrust…and of course very low engagement scores.
New Executive comes in and decidedes to initiate some better “Engagement Activities”
The quality of these activities is more a reflection of the health of the relationship-building potential and process – the health of the ”relational fabric” of the organization.
Are these events environments where people who have the tools, trust, and willingness to further their relationships develop, or are they opportunities to avoid being authentic...to “get through it,” or politic.
Saying it doesn’t make it so.
Conspiracies of Codependencies. People find allies
Once that happens, the Trap of ignorance takes hold.
We are using technology as a poor substitute for face to face communication.
People are dying at record numbers because of texting and driving. But they are also wrecking relationships due to the same lack of presence and attention to what is going on around them.
Need to be present to pick up on the nonverbal and tone of voice.
If engagement is all about relationships, then we need to be more careful what technologies we use, and how and when. How many times have you experience a total miscommunication because of an email or instant message?
There’s a reason emojis are so popular. But they don’t ultimately solve the problem. We need face to face communication between people who have the attention, presence, skills, and interest to learn and grow.
There are no short cuts to achieving meaningful relationship development.
Self – Assessment Profiling may be self-affirming, but it doesn’t do the trick.
Ergo, the link to Performancen Management Gotta be 2-way in order to build trust: People need to feel like they matter, their viewpoint exists Toxic people thrive in Feedback-free zones. (Political campaign where dissenters are excluded from events. Strongmen control.) So Fundamental that Species die without it.
What does this word make you think of?
We’ve lost touch with the true meaning, and potential of this word.
It doesn’t necessarily mean criticism. It doesn’t mean terror. And yet that is what the word means to most people these days.
The words “feedback” and “praise” are often used to mean separate things. “Feedback” is presumed to be negative.
The true nature of feedback is similar to the function of a thermostat. WE determine the value of the temperature, not the device.
We know from neuroscience that things that cause fear shut down our abilities to problem solve. Fear closes us down. And we all know about the defensive postures that people take when they feel threatened.
Imagine you are Mark. Good luck on having a happy, restful, serene weekend!
There’s little wonder why the majority of organization are rethinking their Performance Management Processes.
The legacy solutions have failed us. Many organizations are dropping annual performance reviews.
Other failures include personality profiling, forced stacked rankings (see Microsoft), ”Brutal Honesty”
Behavioral Feedback is borne out in our daily interactions. This is where the opportunity lies.
The catalyst for building/strengthen the relational fabric/infrastructure is regular constructive conversations.
It’s the regular business conversations, the difficulties, clashes, etc. that provide the real opportunities
Having more parties doesn’t facilitate this kind of dialogue. In fact, parties are often environments where people avoid ”talking business.”
It’s like setting up the stage, and not giving the actors any parts to play.
We need to equip people with a common language, tools and techniques that allow them to be themselves while connecting with each other.
When people are disengaged they can use the common language and tools to re-engage, learn, develop, grow, build, share, transfer knowledge, etc.
One hole in the fiber, becomes bigger, faster. And people looking to cause harm go to it first and often.
Whether or not we have a culture is not a choice.
The word “culture” gets thrown around, and many executives roll their eyes. Talking about changing a culture is too ethereal for many, yet every organization has one. So the challenge for the executives and other leaders charged with changing the culture is to help team members build and strengthen relationships that form a different shared experience. It’s hard to have a good shared experience when we are talking past each other, or avoiding the elephant in the room, or don’t feel safe.
Cultures of excessive cordiality/politeness/avoidance are no less toxic (in many cases) as overtly nasty ones.
By “regular,” we mean that it is something done as part of the regular course of interaction. And it is not overly-formalized to the point of avoidance.
Skill makes it work much better, more efficiently, but honesty and compassion determine success or failure.
If people do not trust your honesty and cannot feel your compassion, they will be very judgmental of your skill in delivery.
There is a trend (recently published in the Wall Street Journal) related to creating workplace cultures of “brutal honesty.” This is a dangerous and ineffective solution to the equally debilitating effect of overly-cordial workplaces.
Saw a list of strategies for better engagement recently. Feedback was number 14 on the list, with things like “Encourage Learning” and “Empower you Employees” and “Support Enthusiasm” also on the list. How is this possible without exchanging behavioral feedback, to have the kind of relational info needed to make someone feel inspired, encouraged, or empowered.
The WAY its done really matters. Having a common behavioral model, or “operating system” helps to tune the currencies.
Note on how our system and tool helps bridge diverse teams. Age, Gender, Culture, Personalities, etc.
Edge Talk: The key ingredient to organisational transformation
@theEdgeNHS | #EdgeTalks
The Key Ingredient To
Dr Irv Rubin and Matt Stone, Temenos
Dr Maxine Craig
Friday 6 May 2016 at 9.30am BST
Joining in today and beyond
• Please use the chat box to contribute continuously
during the web seminar
• Please tweet using hashtag #EdgeTalks and the
handle @School4Radicals @theEdgeNHS
• Send a request to join our Facebook group School
for Health and Care Radicals and The Edge NHS
The team today
Irv Rubin, Ph.D.
CEO, Temenos, Inc.
Matt Stone, J.D.
COO, Temenos, Inc.
Dr Maxine Craig
Key Ingredient to
6 May 2016
Some of the biggest
we face are not far far away
but in my opinion are the
ones we encounter in our
every day work
What we worked out :
•People had not known how to give
feedback in a way that was impactful
and might have stopped things
•We had no process of assuring the
behaviour of our leaders and our staff
“Culture is built through shared
learning and mutual experience.”
–Ed Schein, Ph.D.
Feedback Organisational Transformation???
Feedback is the key to
developing and sustaining a
4 Keys to Successful Feedback
–Dr. Rose N. Franzblau
“Honesty without compassion and
understanding is not honesty,
but subtle hostility.”
Five Priority Behaviors
Inviter’s Survey Limited to His/Her Frequency Perception
For Comparison with Invitee’s Perception
See how another person sees you behaving
when you are dealing
with them—their impression of you.
The Behavior Minder®
Enables you to do three things:
Compare this with how you see yourself behaving with this
person—your impression of yourself.
Identify specific actions
to further strengthen the relationship—to extend its
win-win range and potential.
We are witnessing the emergence
of a new phenomenon in
healthcare: self-organising, online
communities, all focused on a
particular disease area. We know
from other digital platforms just
how quickly these platforms can
evolve, disrupt old business
models and create entirely new
JUNE EDGE TALK: EXPLORING ONLINE HEALTH COMMUNITIES,
WITH PAUL HODGKIN AND BEN METZ
FRIDAY 3 JUNE, 09.30 – 11.00 (GMT +1)
Find out more at