Are you affirming or sabotaging your employees ? Are you defining them as able or not able to fulfill what is required to reach company goals? What does that say about your leadership?

1. TeacherTMI: Ten Minutes of Information
Leadership:
Employee Engagement or Sabotage
Apply this to your professional practices today!
Copyrights reserved 2014 MHT

2. Employee
Engagement
overview
Why engage?
Leadership that engages.
Avoid employee sabotage.

3. Leadership TMI
Part I
Employee Engagement
( to retain team members, to maximize effectiveness of leaders)

4. Employee Engagement
is developed by
supervision, feedback,
and affirmation.

5. Employee Engagement
is the key
to productivity.

6. Employee Engagement
is the key to building
local team culture.

7. Employee Engagement
is the key to creating
and retaining
effective employees.

8. Consider this:
From day of hire,
as supervisor, you have
three months to establish
employee engagement and
acculturation.

9. As the thrill of the dollar
and title fades, you must
establish and maintain
employee engagement…

10. …by saying and doing things
toward the employee’s
job satisfaction within
the employee’s
personal realms.

11. Employee Engagement comes from:
 Affirmed belief in the common cause
 Acknowledged contribution to the cause
 Positive interaction with teammates
 Opportunity for professional growth
 Invitation to share leadership activity

12. Consistently throughout the
first three months,
the supervising leader must
train and affirm the employee to the
point of engagement, acculturation
and satisfaction…

13. …or collegues
will train and affirm
to their liking.

14. …or the employee’s
performance will fatigue
…or the employee will leave
for a more engaging, more
affirming position.

15. As the supervising leader,
you have the power to
engage, retain, and inspire
the efforts of your team members
…and the power to
disengage, sabotage, and repel
the efforts of your team members.

16. …Within the first three months
of the employee’s arrival.

17. Plan what to
SAY and DO
What encourages employee
engagement.

18. SAY words that
connect positive emotion
to local experiences:

19. “Thank you for being here.”
“Glad you are here.”
“How would you do this?”
“I appreciate your effort.”
“What are your ideas?”

20. Do what
connects positive emotion
to local experiences:

21. Smile. Make pleasant eye contact.
Use employee’s name in conversation.
Use their opinions and suggestions.
Make time for one-on-one.
Avoid favoritism.
Acknowledge contributions.

22. DO it,
even when you do not want to
do it!

23. Meanwhile, DO cover your responsibilities:
prepare the workplace;
administer your leadership plan;
assure proper resources are in place;
anticipate professional development needs;
compile reports/data;
and, and,

24. Part II
Leadership that Engages

25. DO
subtly adapt to the local style,
to personal preferences, and to
pre-existing common practices
of individuals on your team.

26.  DO Communicate in mixed media
 DO Honor individual difference
 DO Yield non-consequential decisions
 DO Be as open-ended as possible

27. DO
establish, fortify, and affirm
specific behaviors and conditions
needed for
productivity and success…

28. DO
Lead your team into
satisfying engagement...

29. DO
Configure your teams and squads
with the mission in mind,
rather than with your own (or their)
personal preferences.

30. DO
Help veteran team members
to accept, to appreciate,
and to include
each new team member.

31. DO
Help new team members
to accept, to appreciate,
and to include
each veteran team member.

32. DO
Develop and maintain
all pertinent skills and
knowledge
for all employees.

33. DO
Honor employee strengths
within their professional role
and beyond.

34. DO
Acquire, provide, and maintain
all required resources and
services required by your team.

35. DO
Publicly, honor and appreciate
all appropriate efforts.

36. …and your supervision
leads them toward a
successful mission,
task satisfaction,
job retention.

37. Have uncooperative staff members?
Refer to the prior slides for help in
identifying contributing factors, reasons,
or causes of employee disengagement or
underperformance.
Then, do what you can do to coach, direct,
and inspire engagement.

38. Part III
Avoid Leadership that
Sabotages

39. Know the difference
between you and your team
so that you can
maneuver into partnership.
Skills, values, experiences…

40. As the supervising leader,
YOU lead and engage YOUR
team members into productivity.
Model for them.

41. Communicate
DO choose multiple modes to deliver info
DO use multi- media techniques
DO repeat the information frequently
DO Choose words and means that
consider the diversity of team members.

42. If your team didn’t get the message
in your first communications,
figure how your team prefers to
receive communications.

43. What have been the common, local customs in
communication?
When is my team used to receiving communications?
Where do they usually receive communication?
How is communication normally, commonly delivered?
Who usually delivers team communications?
What changes in communication are needed to engage
my team members?

44. Consider the
characteristics
of your team
 Experience
 Training
 Longevity
 Age
 Culture  Attitude
 Resources
 Ambitions
 Purpose
 Role  Other
 Other

45. Team member role
is different than supervising leader role.
Skills are different.
DO
Consider the required skills for a
role rather than your personal
preferences, tradition, or
popular demand.

46. No two employees are hired
for the exact same purpose.
Shine in your leadership role.
Allow others to shine
in their professional role…

47. DO choose team members with
different talents and skill,
so the team can:
 Cover more project needs;
 Problem solve and create from multiple
perspectives;
 Divide and conquer tasks;
 Minimize undesired competition.
.

48. Do train all team members
within their discipline…
To affirm prior good practices.
To infers you believe in their potential.
To expand their value to the team.
To invest in them so they can invest in
the mission.

49. Do accept effective
team member
performance…
…even if they
do not share your passion
for the process or product.

50. DO reward effective team member
performance…
…with whatever currency you can.

51. Choose to DO these:
Make small trades of duties.
Provide compensation time.
Allow choice.
Give credit publicly.
Write a memo of commendation.
Serve lunch.

52. DO engage and reward your team members…
In a timely fashion…
Using proportionate wording…
In comprehensible currency…
While specifying the exact behavior.
Within your sphere of influence.

53. …Because after the
three month honeymoon,
team members have to be
engaged, acculturated,
and satisfied…for us to
maintain their productivity.

54. So, Leader,
What is your plan?
What is your purpose?
How can you engage and retain your team?
What is in place?
What needs to be put into place?
What resources are available to help the effort?

55. Thank you for viewing today!
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