The document discusses a presentation about the impact of disengaged leaders on businesses. It summarizes research finding that leadership development and aligning goals and strategies are among the most common solutions prescribed to increase leader engagement. The research also found that organizational leadership opportunities and advancement opportunities are among the most important drivers of engagement for high-potential leaders and leaders with aspirations of rising to C-level positions. Differentiating strategies are needed to engage different types of employees.

1. EXECUTIVE COACHINGORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE INNOVATIVE
LEADERSHIP SOLUTIONS
The Impact of the Disengaged Leader;
the cost to the business, employee satisfaction and
attrition
Presented by:
Stacy L. Shamberger, Executive Vice
President
Skyline Group International

2. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
Agenda
• Define/Profile of the disengaged leader
• Recognize the disengaged leader
• How to engage the business in
conversations regarding the disengaged
leaders
• Creating a development plan for leaders
• Metrics/Research: The Hidden Drivers of
Leader Engagement

3. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT

4. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
Data We Will Review Today
Research completed in February
2015 - conducted by Dr.
Salvatore Falletta of the
Organizational Intelligence
Institute

5. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
Much is Known About Employee
Engagement

6. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
It Doesn’t Add Up!
4 in 5 senior leaders consider employee
engagement to be a risk factor for business
Only 1 in 10 senior leaders are highly
engaged and willing to go the extra mile for
their organizations

7. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
Who Has the Greatest Impact

8. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
The Ripple Effect
Consider The Ripple Effect

9. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
And Then There’s This Stat…
75% of people voluntarily leaving their
jobs don’t quit their jobs they quit their
bosses.

10. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
Some Symptoms Include…
Uninspiring
Burnt Out Team
Complaints from other teams
Don’t Help
Others
Undermine Performance of
Others
Unavailable or Checked Out
High Turnover
Lack Enthusiasm or
Resigned

11. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
Symptoms Translated to Business
Impact
Profit
Market Share
Productivity
Revenue
Sales Growth
Customer Satisfaction & Loyalty
Quality
Bad
Press

12. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
When is Leader Engagement
Unhealthy
• Micromanagement
• Incompetent
• Taking on too much, not delegating
• Friend vs. Leader

13. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
DO YOU KNOW OF ONE?

14. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
It’s All In Fun, Maybe!

15. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
The Transformation

16. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
The Balanced Leader
The Balanced
Leader

17. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
It’s All About the Skills?

18. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
The Business Conversation
• What matters to the business
• Engaging executives
• Gather data
• What should be measured
• A plan for improvement/change
• Cost vs. Benefit

19. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
Let’s Dig into The Research

20. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
 Underlying causes of leader disengagement
 159 participants completed the survey representing 156 distinct
companies across 29 different industries
 Approximately 53% of all participants were Director-level or above
with over 20 years experience on average
Research Insights
Leader Engagement Survey

21. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
People Manager & Organizational Leader
PEOPLE MANAGER
• First-line manager/supervisor
• Single team of direct reports
• Scope of role (small/moderate
with a specific charter)
• Decision rights and fiscal
authority limited
ORGANIZATIONAL LEADER
• Leader of managers
• Large business unit/function
• Scope of role (large and
complex)
• Decision rights and fiscal
authority broad (P&L)

22. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
Moving the Needle on Engagement
The Most Challenging Groups Are…?
THIS PRESENTS A SIGNIFICANT BUSINESS CHALLENGE WHEN YOU
CONSIDER THE HIGH COST OF DISENGAGED LEADERS

23. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT

24. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
LEARNING AND DEVELOPMENT SOLUTIONS PLAY A CENTRAL ROLE IN
ADDRESSING LEADER ENGAGEMENT AND DISENGAGEMENT
Rank Most Frequently Prescribed Strategies and Solutions %
1 Leadership development/training 34.0%
2 Core values – communication 31.4%
3 Strategy, goals, and objective alignment 30.8%
4 Employee communication improvements 26.4%
5 Employee/learning and development opportunities 25.8%
6 Coaching 24.5%
7 Career paths for people managers and individual contributors 17.6%
*Participants were permitted to select up to five areas of focus (i.e., strategies and solutions) from a list of 39
Most Frequently Prescribed Solutions
Leader Engagement Survey

25. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
1. Trust and integrity
2. Nature of the job
3. Line of sight between individual
performance and company
performance
4. Career growth opportunities
5. Pride about the company
6. Employee development
7. Personal relationship with one’s
manager
8. Coworker/team members
9. Pay fairness
10. Personal influence
11. Well-being
Source: The Conference Board – Gibbons, 2006; Ray, Powers, & Stathatos, 2012
What are the Drivers of Engagement?
The Conference Board

26. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
Rank What Matters Most for High-Potential Leaders %**
1 Organizational leadership opportunities 46.5%
2 Advancement & promotion opportunities 40.3%
3 Compensation (base pay, bonuses, commission) 39.0%
4 Organizational culture 37.1%
5 Job fit (the job fits your skills, interest, preferences, and personality) 34.0%
6 Line-of-sight between individual performance and company performance * 32.1%
7 Trust & integrity in the leadership * 28.9%
8 Learning and development opportunities * 28.3%
9 Relationship with immediate manager/leader * 24.5%
10 Recognition 22.0%
11 Executive visibility 20.1%
12 Company growth and performance 18.2%
13 Decision making authority/decision rights 16.4%
14 Collaborative/team work environment 14.5%
15 Access to budget/fiscal resources 12.6%
**Participants were permitted to select up to ten drivers from a list of 46.
What Matters Most?
High Potential Leaders
Primary
Drivers
Secondary
Drivers

27. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
Primary
Drivers
Secondary
Drivers
Rank Respondents with C-Level Aspirations and High Achievement/Ambition %**
1 Organizational leadership opportunities 53.7%
2 Advancement and promotion opportunities 49.3%
3 Compensation (base pay, bonuses, commission) 46.3%
4 Executive visibility 41.8%
5 Decision making authority/decision rights 38.8%
6 Job title (EVP, VP, director) 34.3%
7 Job fit (the job fits your skills, interest, preferences, and personality) 31.3%
8 Risk taking 29.9%
9 Company reputation/prestige/brand 26.9%
10 Personal brand opportunity 23.9%
11 Organizational structure 19.4%
12 Personal influence 17.9%
13 Organizational culture 14.9%
14 Learning and development opportunities 13.4%
15 Recognition 10.4%
**Participants were permitted to select up to ten drivers from a list of 46.
What Matters Most?
“Aspiring Leaders”

28. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
Differentiating Strategies and Solutions

29. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
RANK ALL EMPLOYEES
(THE USUAL SUSPECTS)
1 Trust and integrity in the leadership
2 Line of sight between individual and
organizational performance
3 Nature of the job
4 Career growth opportunities
5 Pride about the company
6 Employee development
7 Personal relationship with one’s
manager
Differentiating Strategies and Solutions
HIGH-POTENTIAL LEADERS
Organizational leadership
opportunities
Advancement & promotion
opportunities
Compensation (base pay, bonuses,
commission)
Organizational culture
Job fit
Line-of-sight between individual and
organizational performance
Trust & integrity in the leadership
ASPIRING LEADERS
Organizational leadership
opportunities
Advancement and promotion
opportunities
Compensation (base pay, bonuses,
commission)
Executive visibility
Decision making authority/decision
rights
Job title (EVP, VP, director)
Job fit

30. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
1. Segment your leadership talent
2. Develop analytics capabilities
3. Measure leader engagement
4. Avoid a “one-size-fits-all” approach
5. Identify your disengaged leaders fast
Call to Action
What does it all mean and what to do about it?

31. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
The top 20% The middle 70% The bottom 10%
Customize and Reward Maximize the Middle Manage Up or Out!
ENGAGED
LEADERS
• Develop skills
• Scope and complexity of role
• Rewards and recognition
• Provide coaching
• Provide stretch assignments
• Develop hidden strengths
• Mentor and provide feedback to
help them grow faster
• Clear performance
expectations and
measures
• Consistent performance
feedback
DISENGAGED
LEADERS
• Management fit
• Organizational structure
• Tools and resources
• Provide development
• Comp and Title
• Visibility
• Decision Making
• Opportunities
• Manage out
“A” Players “B” Players “C” Players
Solutions by Leadership Talent

32. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
A Summary Equation
Leader Engagement + Skills = Business Results

33. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
1. Segment, segment, segment!
2. Measure and pinpoint the hidden causes of
disengaged leadership
3. Build programs that develop individual leadership
skills and capabilities to maximize leader
engagement and performance
3 Things You Can Do

34. EXECUTIVE COACHING
ORGANIZATIONAL
EFFECTIVENESS
RESEARCH, SURVEYS &
ASSESSMENTS
SCALABLE & INNOVATIVE
LEADERSHIP DEVELOPMENT
Stacy L. Shamberger
Executive Vice President Skyline Group
sshamberger@skylineg.com