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Bma 2011-presentation
- 1. © 2011 Ingage,Inc. All rights reserved. Not for distribution without attribution. Unleash Your Passions at Work Improving profitability by aligning leaders, teams and talent to emotionally engage with their work. and possibility! V!
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- 3. The power ofpassion at work 3 “The good-to-great companies focused on those activities that ignited their passions. The idea here is not to stimulate passion but to discover what makes you passionate.” —Jim Collins, Good to Great
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- 5. Presentation topics 5 Why youshould bring your passions to work? Business case personal case How to emotionally engage with your work Extending your emotions to your teams Your role as leaders
- 6. 17% 55% 28% Engaged Disengaged Actively Disengaged Source: Gallup,2009 Engaged Working with passion and feel a connection to their company Disengaged Putting in time, but not energy or passion Actively disengaged Acting out their unhappiness and undermining what their engaged coworkers accomplish State of engagement in the U.S. Estimated to cost $300 billion per year
- 7. Lower engagement drains productivityand innovation Financial and social costs of attrition Increased health care and sick days off Eventually, dark clouds cause rain Disengaged culture weakens brand and talent AQ
- 8. increase in returnon investment change from actively disengaged to engaged +5% 10,000 employees; $60,000 average fully loaded annual salary; 35% return Engaging the actively disengaged
- 9. change from disengaged to engaged +5% increasein return on investment Engaging the disengaged 10,000 employees; $60,000 average fully loaded annual salary; 65% return
- 10. The cost ofattrition Increase in attrition $45 M $22.5 M $7.5 M Margin impacts to replace 10,000 employees; $60,000 average fully loaded annual salary; 125% cost to replace Source: HRPS
- 11. Companies whose employeeswere apathetic reduced profit margin Companies whose employees were engaged and found meaning in their work increased profit margin The cost of apathy Source: Towers Perrin
- 12. Why do youwork so hard? 12 Those who retire with the most money win! (?)
- 13. What do youwant your legacy to be? 13
- 14. A core ofsteel 14 15% (4,500) – 2 minutes 50% (12,750) – within a month 50% (6,375) – paralysis, mental retardation, loss of faculties 30,000cases per year
- 15. Reflections 15 We aren’t cats 2mm: 1 in 50 Make friends with your past! Whatever you do…
- 16. The Passion Dividend: FromWall Street to your passive investors 16 “You know why kids love athletes?”
- 17. Three principles onengaging your colleagues: 1. Give your team a noble purpose that draws on their passions 2. Look out for your team’s best interests (know them as people!) 3. Be honest General Colin Powell Former F Ch Chairman Joint Chiefs of Staff ` Fo Secretary of State From the front lines…
- 18. A topical example 18 “Whydid you give two Stanford grad students $25 million?”
- 19. Much larger impact 19 “Bethe change you want to see in the world.” —Mohandas Ghandi
- 20. Some sound financialadvice… 20 “Never do what you don’t enjoy. Doing so is like saving sex for your old age. Not a very good idea.” —Warren Buffet, Chairman Berkshire Hathaway
- 21. Benefit #1: Upend‘work/life balance’ 21 Is balance possible? It’s all life! Does this metaphor apply? You should enjoy your work! Not “balance” PRIORITY
- 22. Benefit #2: Define“success” 22
- 23. Benefit #3: Whatwe all want (yes?) 23 Being Happy? 1. Don’t equate happiness with money 2. Exercise regularly 3. Have sex (preferably with someone you love) 4. Seek work that engages your skills, look to enjoy your job 5. Sleep Dresdner Kleinwort Wasserstein Global Equity Strategy Group, June 17, 2004
- 24. How to emotionallyengage with your work 24 Five questions: 1. What is my mission/purpose (“iki gai”)? 2. What are my passions? 3. At what can I be the best (and love to do)? 4. Does my work fit my priorities? 5. Are my dreams being supported by my work?
- 25. Personal Balance Sheet Passion PyramidPriority Matrix Engagement drivers: your why and how Passion/Purpose Proficiencies Priorities
- 26. Personal Balance Sheet: Leverageyour strengths, retire your dreams 26 Assets Liabilities Talents Great at and love doing Deficient at/Dislike Values Allow me to excel Hold me back/Dislike Experiences I want to draw on Still want to have (dream) Founders Stock Short Term Long Term Ping others Is this what your customers need?
- 27. Pyramid: What ismy impassioned purpose? Dislikes What will my legacy be? Purpose/ personal mission Why have I loved…? Meta-passions What have I loved…? Releases Education/ Career Life What at 11/12? Inspirations
- 28. Releases: What haveI loved? 28 Education/ Career Life What at 11/12? Inspirations Marketers who “suck the air out of the room” My Parents Ursula Burns Reading School success Another new town & school Being close to family – no one else to play with Using my brain- marketing strategy/ language HBS – small groups, shared purpose Living/working overseas Great team at work Developing people CP – career success, recognition, close teams High school-speech team, close friends, working together Clorox –”class”, worked together Cooking/ entertaining Learning new languages/ cultures Travel Talking on the phone Being w/friends Family
- 29. Meta-passions: Why Ihave loved? 29 Being great at something and being recognized for it Working in a group that is focused and fired up about something Highly social: talking, networking, coaching, debating Using my brain Being with people I love: family, friends, work
- 30. Purpose/personal mission: legacy 30 GreatMom – provided security Stayed married Great friend Great boss & co-worker Made a difference in the lives of many
- 31. Purpose driver: Whatare my purposes/passions? Education/Career Life What at 11/12? Inspirations What will my legacy be? Purpose/ personal mission Why have I loved…? Meta-passions What have I loved…? Releases Great Mom- provided security Stayed married Great friend Great boss & co-worker Made a difference Being great at something and being recognized for it Working in a group that is focused and fired up about something Highly social: talking, networking, coaching, debating Using my brain Being with people I love: family, friends, work Marketers who “suck the air out of the room” My Parents Ursula Burns Reading School success Another new town & school Being close to family – no one else to play with Cooking/ entertaining Learning new languages/ cultures Travel Talking on the phone Being w/friends Family Using my brain- marketing strategy/language HBS – small groups, shared purpose Living/working overseas Developing people CP – career success, recognition, close teams High school-speech team, close friends, working together Clorox –”class”, worked together
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- 33. How to developgroup alignment? 33 There are “I”s in teams!
- 34. When the “I”spassions and purposes align… 34 Support team member’s “life work” Increased innovation and accountability Clearer communication Cohesion and trust boosts Increased happiness Desired retention; reductions in health care/sick days
- 35. Engagement drives profitability,talent and brand 35 Sustainable talent advantage Brand Happier “clients” Increased productivity Increased profits
- 36. Your role asleader 36 “Some managers are uncomfortable with expressing emotions about their dreams, but it’s the passion and emotion that will attract and motivate others.” —Jim Collins, Built to Last
- 37. Recent realizations atMicrosoft 37 “Where does the bond come from that creates common purpose?” he posed. “I agree that belief in a cause starts with believing in who you are as an individual. Every individual is capable of leaving a legacy,” he said. “That legacy comes from being real at all times. The only person who can determine relevancy to yourself is you.” —Orlando Ayala, Worldwide Sales Manager, Microsoft
- 38. What is holdingyou back? 38
- 39. Back to yourfuture… 39