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Unleashing the Power of Authenticity to Drive Employee Engagement

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Our employees aren’t engaged, at least not as engaged as we need them to be. And, figuring out what to do about it is tricky. Finding solutions can feel overwhelming and complicated. But, we may be overlooking one simple and powerful truth.

Creating an environment where people can show up authentically and be embraced for who they are drives engagement. This has always felt intuitively true. Now, there is data to support it.

Join Jason Lauritsen and Joe Gerstandt, the founders of Talent Anarchy, as they share original research that reveals the powerful connection between authenticity and employee engagement. Then, learn how leaders and human resources professionals can cultivate authenticity to drive sustainable engagement in any organization.

Published in: Business, Technology
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Unleashing the Power of Authenticity to Drive Employee Engagement

  1. 1. Unleashing the Power of Authenticity to Drive Employee Engagement Webinar #FreakFlag @TalentAnarchy @JasonLauritsen @JoeGerstandt
  2. 2. HR Consulting Leadership Training Facilitation Performance Engagement Innovation
  3. 3. 1. be open 2. get involved 3. be authentic 4. stay in touch 5. use karma 6. invest
  4. 4. 1. be open 2. get involved 3. be authentic 4. stay in touch 5. use karma 6. invest
  5. 5. au·then·tic [aw-then-tik]  adjective 1.not false or copied; genuine;  2.having the origin supported by        unquestionable evidence;                 authenticated; 
  6. 6. FLY YOUR FREAK FLAG • Outlier • Deviant • Odd ball • Out on a limb • Weirdo • Crazy
  7. 7. A hypothesis Maybe the reason for  low employee  engagement is that  there isn’t enough  authenticity in the  workplace.
  8. 8. Investigation
  9. 9. 2 Questions 1.Do employees feel that the workplace encourages authenticity? 2.Is there a linkage between authenticity and employee engagement?
  10. 10. Details 3,630 employees surveyed Responses from 20 states in U.S. Past participants in Best Places to Work  Survey Voluntary participants 29 items, 2 open-ended Data Gathered Q4 2012 TM www.QuantumWorkplace.com
  11. 11. Q1: Do employees feel that the workplace encourages authenticity?
  12. 12. Less than half of employees agreed with the  statement "My organization embraces  difference."
  13. 13. 53% of employees felt that being authentic at  work might have negative consequences.  
  14. 14. 43% of employees believe that fitting in is an effective strategy for getting ahead at work
  15. 15. Less than 9% of employees disagree that it is important to fit in at work
  16. 16. 39% feel that fitting in is rewarded at work
  17. 17. What is the biggest reason people choose not to be themselves at work?
  18. 18. Conclusion #1 Question: Do employees feel that the workplace encourages authenticity? Answer: Mixed response. Employees definitely feel the tension at work between the desire to be more authentic and the expectation to fit in.
  19. 19. Q2: Is there a linkage between authenticity and employee engagement?
  20. 20. Authenticity accounted for over one third of the variance in engagement scores. Authenticity Other Stuff
  21. 21. Breaking it down 1. Encouragement 2. Personal Values 3. Risk 4. Fitting In 5. Being Different
  22. 22. If you build it… Encouragement Items: •People are encouraged to try new things where I work. •My organization values uniqueness in its employees. •My organization encourages people to speak up. •My manager encourages people to be themselves at work. •People are encouraged to be themselves where I work. •My organization embraces difference. •I can be myself at work. •My manager works effectively with all types of people. •Being authentic at work has negative consequences.
  23. 23. Conclusion #2 Question 2 Is there a linkage between authenticity and employee engagement? Answer YES. When people feel like their work environment actively encourages them to be themselves and operate in alignment with their values, they are more engaged.
  24. 24. FREAK FLAGS increase Engagement
  25. 25. HOW
  26. 26. Orbiting the Giant Hairball, Gordon MacKenzie
  27. 27. Getting started… •Clear language. •Clear expectations. •Understand authenticity as a process, not a thing. •Support, encourage and reward all parts of the process.
  28. 28. AWARENESS ACCEPTANCE AUTHENTICITY DARING INTEGRITY
  29. 29. awareness
  30. 30. awareness Getting real clarity on who you are and who you wish to be.
  31. 31. Encouraging awareness: •Create time and space for reflection. •Emphasize importance of knowing yourself. •1:1 conversations about your own journey. •Talk to people about their strengths and weakness, about their values, about how they work best, how they like to be managed.
  32. 32. accomplishment adventure challenge change community connection creativity democracy discovery diversity equality fairness faith family friendship generosity gentleness global view goodwill goodness gratitude happiness harmony health integrity justice leadership love loyalty money patriotism peace personal growth power quality of work reliability resourcefulness respect for others responsiveness self-reliance service spirituality status success, tradition tranquility truth unity
  33. 33. What would you do if you became independently wealthy? What gives you joy?
  34. 34. acceptance
  35. 35. Coming to terms with who you are, declaring it to the world, and reveling in it. acceptance
  36. 36. Encouraging acceptance: •Facilitate group conversations about individual strengths and weaknesses, how to best work together. •Get people involved in setting their own goals, identifying their own development needs, opportunities. •Proclaiming goals, values, priorities.
  37. 37. Aligning what you do with what you believe.
  38. 38. Encouraging integrity: •Reward expression. •Encourage people to speak up, reward respectful disagreement. •Dress code. •Decorate office / cubicle. •Provide people with opportunities to play different roles, demonstrate different skills / passions. •Accountability partners, support, conflict
  39. 39. g r o u p t h i n k
  40. 40. groupthink: mode of thinking that happens when the desire for harmony in a decisionmaking group overrides a realistic appraisal of alternatives. Group members try to minimize conflict and reach a consensus decision without critical evaluation of alternative ideas or viewpoints.
  41. 41. Inside the Box AUTHORITY ABILITY PERMISSION RESOURCES
  42. 42. daring
  43. 43. Continuing to gather new awareness of your capabilities through adventure. daring
  44. 44. Encouraging daring: •Job shadowing & exploration. •Individualized development plans. •Different conferences, different roles, use non-profit opportunities. •Put people in over their heads, give them the opportunity to fail and make sure that they learn how to learn from that when it happens.
  45. 45. GET CONNECTED talentanarchy.com .com/TalentAnarchy twitter JASON LAURITSEN jason@talentanarchy.com twitter.com/jasonlauritsen JOE GERSTANDT joe@talentanarchy.com twitter.com/joegerstandt

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