This document discusses employee engagement and organizational culture. It notes that only 13% of employees worldwide are engaged at work, while 24% are actively disengaged. Frontline leaders have the biggest impact on engagement and culture. The best organizations take a strategic, top-down approach to engaging leadership teams and hold managers accountable for their team's engagement. It promotes increasing an organization's "Care Factor" through clear expectations, honest feedback, sharing vision, growth opportunities, and fostering a sense of belonging among employees.

2. Engaging your people and
improving your culture
Care
Factor
100

3. “care factor zero”

7. “culture eats strategy for
breakfast”

9. Employee Engagement

10. Engagement = care factor

11. Care
factor
zero!

12. Care
factor
zero!
Care
Factor
100

13. Global Financial Crisis
2007

14. NOW!
Need pic

20. Global Engagement Crisis
Level of Engagement World Australia
Engaged
Not Engaged
Actively Disengaged
100% 100%
(Gallup Consulting)

21. Global Engagement Crisis
Level of Engagement World Australia
Engaged 13
Not Engaged
Actively Disengaged
100% 100%
(Gallup Consulting)

22. Global Engagement Crisis
Level of Engagement World Australia
Engaged 13
Not Engaged 63
Actively Disengaged
100% 100%
(Gallup Consulting)

23. Global Engagement Crisis
Level of Engagement World Australia
Engaged 13
Not Engaged 63
Actively Disengaged 24
100% 100%
(Gallup Consulting)

24. Global Engagement Crisis
Level of Engagement World Australia
Engaged 13 24
Not Engaged 63
Actively Disengaged 24
100% 100%
(Gallup Consulting)

25. Global Engagement Crisis
Level of Engagement World Australia
Engaged 13 24
Not Engaged 63 60
Actively Disengaged 24
100% 100%
(Gallup Consulting)

26. Global Engagement Crisis
Level of Engagement World Australia
Engaged 13 24
Not Engaged 63 60
Actively Disengaged 24 16
100% 100%
(Gallup Consulting)

27. So what? Highly Engaged =

28. Improving Culture and
Engagement

29. SAL – biggest in 25 years
Key finding frontline leaders have a huge effect on engagement
and culture
http://sal.workplaceleadership.com.au

30. Leaders drive the
organisational capabilities
that lead to better
performance

31. Leadership is critical for
innovation

32. Frontline leaders have the
biggest impact on
employees

33. Investment in leadership
development pays

34. Key Finding:
Engagement, culture, trust
and 'intention to quit' are
results of good leadership.

35. Improving Culture and
Engagement

36. What the best
do differently
(Gallup)

37. What the best
do differently
(Gallup)
• They develop their leaders!

38. What the best
do differently
(Gallup)
• Strategic, top down approach
to engaging leadership teams

39. What the best
do differently
(Gallup)
• Cascade engagement through
managers to employees

40. What the best
do differently
(Gallup)
• Managers are accountable for
their team’s engagement

41. Care
factor
zero!
Care
Factor
100

42. CF100
1. Clarity

43. CF100
2. Feedback

44. CF100
3. Vision

45. CF 100
4. Growth

46. CF100
5. Belong

48. “Clients do not come
first. Employees come
first. If you take care of
your employees, they
will take care of the
clients.”

54. Care Factor 100
(100% of your people, 100% engaged)
1. Expectations of performance are crystal clear
2. Honest, regular feedback on performance is given
3. Vision, strategic priorities and action plans are shared
4. There are opportunities for growth and development
5. There is a team environment where everyone feels like they
belong

55. How can you increase the
Care Factor at your place?
Work in pairs to complete the handout

56. Next Accelerate Group Meeting
27 February

57. 2 Day Intensive Workshop
8, 9 March, Newcastle

58. gregmowbray
gregmowbray.com1
@gregmowbray