The document emphasizes the importance of employee engagement in businesses, highlighting that engaged employees significantly contribute to productivity and profit. It discusses strategies for building trust, delegating effectively, and managing based on results to foster engagement. Furthermore, it suggests leadership training and systematic approaches to enhance employee capabilities and drive organizational success.

1. Excite your Employees, Double Profits

2. Distinctions In order to master something, it is important that we look for and understand distinctions

3. Engagement What does engagement mean? How is engagement in business, similar to personal relationships?

4. Engagement Winning is important to me, but what brings the real joy is the experience of being fully engaged in whatever I’m doing. - Phil Jackson (Basketball Coach)

5. Engagement Statistics Gallup estimates that actively disengaged employees cost the American economy as much as $350 billion annually in lost productivity

6. Why is engagement important today? Approximately 33% of your workforce is actively searching for other opportunities. Another 50% would take another opportunity if it was offered to them. By 2010, a large number of baby boomers will be leaving the workforce. Many senior staff are “riding out their time" until they retire

7. Engagement Statistics Companies with engaged employees outperform others by 47% to 202% - Watson-Wyatt

8. Engagement Statistics Offices with engaged employees are 43% more productive. - Hay Group

9. Engagement Statistics Engaged sales people produce 28% more revenue. - NCFC

10. Engagement Statistics Engaged employees are 87% less likely to leave. - Gallup

11. What people want in the workplace Feeling that others trust me (86.7%). Feeling challenged; feeling as if I’m growing (86%). Feeling competent and skilled (84.9%).

12. What people want in the workplace Feeling good about myself (83.4%). Feeling excited about what I’m doing (81.8%). Feeling involved in activities that mattered to me (74.7%). Being appreciated for who I am and what I do (74.4%)

13. Engagement Facts Most people promoted to supervisor or manager are selected because of superior technical skills. Very few organizations have adequate education and training programs focused on managing people Traditional MBA programs have few required courses (or even electives) that focus on people management skills Two of the six fatal flaws leading to management derailment are related to managing people

14. What leads to engagement? Trust and involvement in the business. Understanding of the “big picture” A sense of impact and contribution. A clear future based on reality

15. How do we build trust Common approaches Ask people what they think. Validate people’s contributions. Give people meaningful responsibilities and the latitude to fill them. Enable people to make or contribute to key decisions. Avoid micromanaging, nitpicking, or harboring Uncommon approaches Create independently operating units and entrust people to run them. Develop direct reports who participate in presentations to senior management and externals, including media. Enable peer networks and cohorts responsible for innovation and key operations/implementations

16. Tools to build trust One on ones. “ Innerviews” True delegation Managerial moment of truth (MMOT)

17. Get the “big picture” Capital Legal, Regulatory, Union Managerial Effectiveness Capacity Locus of Control Competition Match Market Share Market

18. 4 big questions What is our strategy? How does our strategy differ from our competition? Why does my job exist? How does it support our strategy? What are the three or four critical things I need to do every day to do my job well? What gets in the way of me doing the critical things everyday?

19. True Delegation Why delegate? Doing, dumping, distributing, delegating, deputizing

20. The 6 D’s of Productivity Best Average Worst Doing Dumping Dropping Distributing Delegating Deputizing

21. Opportunities for Delegation Me

22. Delegation Process Identify the need. Select the Person. Plan the delegation. Hold the delegation meeting. Create a plan of action Review the plan. Implement the plan. Follow-up

23. Let’s practice delegating…

24. Manage based on results Use a PRD-Performance results description Each employee should have an updated PRD. Each employee should have a monthly conversation with their manager on the PRD.

25. What’s in a PRD? Position goal Key result areas (these are not KPIs) Performance standards- ”This job is well done when…” Duties/activities. Knowledge, skills, mindset. Monthly project list

26. Benefits of managing on results True engagement and empowerment. Tremendous time savings. Greater opportunities to expand into new markets and/or improve the business Significantly higher productivity. Fakes identified quickly

27. MMOT Steps Acknowledge Reality Explore how it got to be that way. Create an action plan. Follow-up

28. Cycle of Growth and Change Attitude Knowledge Skill Habit Need to Want to Can do Will do Show me how Practice More coaching Feedback Follow-up Accountability Measurement Recognition Motivation gap Fundamentals Concepts Principles Knowledge trap Right with strong coaching

29. The Coaching Process 6 Reinforce Progress 5 Practice & Skill Development 4 Provide Resources 3 Establish the Right Attitudes 2 Picture the Desired Outcome 1 Identify Opportunities 7 Reward

30. Multiplying our business worth Examine the business design and strategize for expansion into new markets with your current offering or optimize. Build deputies that will fully lead departments or divisions of your business without constant supervision or prodding. Expand each employee’s capacity so that work is done at a fraction of the time with multiples of productivity (80/20 principle)

31. What’s next? Don’t be a strategy “do-it-yourselfer”. Don’t plan without us. (SWOT just doesn’t cut it anymore) Leadership Training for Managers Dale Carnegie Course in Execution and Capacity Managerial Moment of Truth

32. Business Summit Don’t Plan without us. Design your Offering so well that your Customers would be crazy not to do business with you. Fix the nagging problems in your business once and for all, by designing it to Succeed. Have a Rock-Solid Plan that leads to execution – not excuses and same-old.

33. Leadership Training for Managers Develop the Habits of engagement Become the leader that delivers results not excuses. Balance your Leadership ability with proven Management processes to ensure execution. Set up your business to run on near Auto-pilot.

34. Dale Carnegie Execution/Capacity Course The new Dale Carnegie Course will allow you to build the Capacity you need to reduce need for new resources (people, time etc.) Build people who have the desire and ability to grow YOUR Business Create a team of “executioners” that deliver Specific, Measurable Business Results 300% ROI

35. Managerial Moment of Truth Train people to tell the truth – particularly when it is Difficult and Uncomfortable Develop greater capacity in each employee to hit bigger goals Become a Learning Organization Boost productivity and performance