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Engaging From the Top: A Leader’s Role
The document discusses the critical role of leaders in fostering employee engagement, highlighting the correlation between engagement and business performance. It emphasizes actionable strategies for leaders, such as commitment to engagement, clear communication, and alignment with organizational goals. Additionally, it notes the importance of personal connection and authenticity in leadership to inspire higher levels of engagement and performance.
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Engaging From the Top: A Leader’s Role
- 1. Knowledge. Performance. Impact.ENGAGING FROM THE TOP: A LEADER’S ROLE IN ENGAGEMENT #EmployeeEngagement & @gpcorp June 12, 2014
- 2. (800) 263-6317 or(805) 690-5753 Tweeting? Please use this tag: #EmployeeEngagement& @gpcorp
- 3. For More Info/ To Register / To Access Archive: Search “Webinars” or “On Demand” at TrainingIndustry.com (800) 263-6317 or (805) 690-5753
- 4. 4 ABOUT THEPRESENTER Christopher Rice Head of BlessingWhite, A Division of GP Strategies
- 5. 5 Strong correlationwith business performance
- 6. 6 “We nolonger worry about calculating ROI for this.We simply accept the premise that an engaged workforce is essential for the success of the company.” -Pat Hasbrook, SVP HR, Experian
- 7. 7 •Strong correlationwith business performance •Greater leverage as organizations adopt more fluid, ambiguous reporting structures •Part of a larger societal trend
- 8. 8 THE EXECUTIVE’SCHALLENGE Drive the direction and engagement of a large team without the benefit of a direct one-on-one reporting relationship
- 9. 9 WHERE DOWE START?
- 10. 10 •Start withan actionable, practical definition •Senior leader commitment •Clear accountabilities at the Individual, Manager, and Executive levels •Use the survey to support, not drive, your engagement efforts HOLISTIC VIEW
- 11.
- 12.
- 13. 13 AN INDIVIDUALIZEDEQUATION J K L L J
- 14. 14 INDIVIDUALS, MANAGERS,EXECUTIVES
- 15. HOW INSPIRING ISTHE COMMUNICATION OF YOUR SENIOR LEADERS AT YOUR COMPANY RIGHT NOW? A.Very effective B.Somewhat effective C.Not too effective D.Not at all effective E.Unsure Check one only
- 16. HOW INSPIRING ISYOUR COMMUNICATION? 16 ExecutiveMiddle/Front Line Very effective 47% 8% Somewhat effective46%18% Not too effective5%35% Not at all effective 1% 34% Unsure1%5%
- 17. Communicating forcommitment vs.compliance To inspire others to willinglytake action to effect change
- 18. Source: Joanne Martinand Melanie Powers, Credibility. A. Story Only B. Statistics C. Statistics andStory D. PolicyStatement Which was the most convincing evidence for MBA students?
- 19. Which was themost convincing evidence for MBA students? Source: Joanne Martin and Melanie Powers, Credibility. A. Story Only B. Statistics C. Statistics andStory D. PolicyStatement
- 20. 20 WHAT ARELEADERSGOOD AT? Source: BlessingWhite Competence Business Aptitude Internal Attunement Clarity Responsibility Connection Trustworthiness External Attunement Depth Empathy
- 21. 21 WHAT ARELEADERS GOOD AT? Business Aptitude Responsibility Clarity Internal Attunement Trustworthiness Empathy External Attunement Depth High Low BUSINESS COMPETENCE PERSONAL CONNECTION Source: BlessingWhite
- 22. 22 WHAT REALLYMATTERS? (6) Empathy (5) Trustworthiness (1) Business Aptitude (8) Depth (7) External Attunement (3) Clarity (2) Responsibility (4) Internal Attunement PERSONAL CONNECTION Source: BlessingWhite High Low
- 23. 23 LEADERS YOU’VEFOLLOWED •Think of a leader that you willingly followed •Think about one specific behavior you observed that made you wantto follow Image Source: Wikipedia.com
- 24. 24 AUTHENTIC, INSPIRINGLEADER “One who inspires others to commit fully to a causethrough words and actions that are entirely consistentwith our internal experience of who that leader is.”
- 25. 25 CONNECTINGWITH OTHERS Understand MIND See IMAGINATION Feel HEART Data/Statistics Authority Case Study Imagery Metaphor Story Personal Experience Values
- 26. 26 THE EXECUTIVEBRAIN? Balanced Mindshare Actual Mindshare
- 27. 27 DO WHATI SAY…
- 28. 28 DO ONETHING –EXPECT ANOTHER Sure, engagement is important, but don’t let it get in the way of delivering results. So what were those survey action lists about?
- 29. 29 MODEL THEBEHAVIOR •Builds executive commitment •Provides guidance to the managers •Builds trust
- 30. 30 ENGAGEMENT BYORGANIZATIONAL LEVEL N=2526 North American Data 2013
- 31. 31 A DEADBATTERY…
- 32. 32 TRUST ISUP 2012: 57% trust senior leaders vs. 52%in 2010
- 33. 33 TRUST ISUP, BUT MANAGERS ARE STILL AHEAD 2013: 57%trust senior leaders vs. 52%in 2010 2013: 74% trust their managers vs. 72%in 2010
- 34. 34 One ofthe most important things to those around you is knowing who you are. THE IMPORTANCE OF BEING KNOWN
- 35. 35 ALIGN, ALIGN,ALIGN Take every opportunity to keep people focused and aligned on the end goal.
- 36. 36 “I amno different than the average employee.If I had an understanding of what the organization needed, why the organization was doing what it was doing, and how my role and actions fit in, then I was super engaged.” -David Norton, former Group Chairman, Global Pharmaceuticals, Johnson & Johnson
- 37. 37 NOT ANEITHER/OR Satisfaction and contribution are mutually reinforcing. People are more engaged when they are clear on direction, goals, and required outcomes.
- 38. 38 CONCLUSION •Executivesmust articulate the actual impact engagement will have on the business. •Connect personally to engagement. Are they engaged themselves? What fuels their fire? •Bring this personal passion into their communication efforts to build trust and inspire others to higher levels of engagement and performance. •Develop stronger connection skills and communication skills. •Align, align, align. Inspiration & Commitment, Not Information & Compliance
- 39. 39 WHOSE JOBIS IT? Dimension Accountability Ultimately accountable for their own engagement. Only they know what truly motivates them on the job. They need to ACT. (Assess motivators; Communicate with manager; Take action) Are accountableto create an environment where engagement can thrive. They need to CAREabout engagement. (Coach around career, development, and engagement; Align interests and priorities; Recognize and be Engaged themselves) Leadershave to play all three roles. They need to be engaged. They need to CAREabout their team’s engagement, and they need to make their CASEfor engagement. (build a sense of Community; be Authentic in what they say and do; help employees find Significance in their work; Excite followers to exceptional performance)
- 40. © 2014 GPStrategies Corporation. All rights reserved. GP Strategies, GP Strategies and logo design, BlessingWhite, RovsingDynamics, Asentus, Information Horizons, PMC, Sandy, Bath Consultancy Group, Academy of Training, Martonhouse, Via Training, BeneastTraining, Ultra, RWD, Communication Consulting, Option Six, Milsom, Clutterbuck Associates, PerformTech, Future Perfect, SmallpeiceEnterprises, Prospero Learning Solutions, LorienEngineering Solutions, GPiLEARN, GPCALCS, GPSteam, EtaPRO, and VirtualPlantare trademarks or registered trademarks of GP Strategies Corporation in the U.S. and other countries. All other trademarks are trademarks or registered trademarks of their respective owners. Proprietary to GP Strategies Corporation gpstrategies.com Christopher Rice Head of BlessingWhite, A Division of GP Strategies Email: crice@gpstrategies.com Phone 908.431.2148 www.blessingwhite.com
- 41. For More Info/ To Register / To Access Archive: Search “Webinars” or “On Demand” at TrainingIndustry.com •Jun 17: Aligning Training & Development to the Revenue Engine •Jun 24: Should HR Care About Big Data? •Jun 26: Overcoming the Hurdles of Online Training UPCOMING WEBINARS
- 42. Join our LinkedInGroup to continue this discussion. MORE WAYS TO ENHANCE PERFORMANCE IMPROVEMENT Visit the TrainingIndustry.com Webinars page for more information.
- 43. THANK YOU! Onbehalf of TrainingIndustry.com, thanks to: Today’s Speakers: Christopher Rice Today’s Sponsor: GP Strategies All of you for attending! Questions or Comments? Please contact Amanda Longo: alongo@trainingindustry.com Knowledge. Performance. Impact.