The document discusses strategies for boosting employee "ownership quotient" or "OQ" at organizations. It outlines that employee owners exhibit enthusiasm that infects customers with satisfaction and loyalty. Customer owners in turn promote the organization to others. The document then discusses strategies for inspiring ownership, including selection of employees who fit the culture, onboarding to connect employees to the organization's purpose, coaching and empowering employees, engaging employees in meaningful work and recognition. It concludes by recommending managers try strategies discussed to boost employee ownership.
Taking Ownership – How to Create a Culture of Accountability in the WorkplaceXenium HR
Want to see your organization reach its full potential? It starts with accountability. Everyone—from manager to intern—has to take ownership of their work. So how do you make it happen? In this webinar we break down the best ways to instill accountability in managers and employees, tactics for reinforcing an accountable company culture, and strategies for building effective, accountable teams.
Workplace Accountability: How Effective Managers Create a Culture of OwnershipThe Business LockerRoom
Every company would love for its employees to demonstrate accountability; to take ownership of their work. However, despite their best efforts, few companies understand what it takes to create and sustain a culture of accountability. This presentation will presents the basic components of a methodology for creating workplace accountability.
Building A Culture Of Ownership, Presented To The Aha Center For Healthcare G...guest1429ed
Slides that accompanied presentation on building a culture of ownership for the American Hospital Association Center for Healthcare Governance, presented by Joe Tye, CEO of Values Coach Inc.
Ownership Accountability Training for mid level staffNeetu Maltiar
A wonderful presentation on motivating mid - level staff for training on being Accountable & taking Ownership of their job, work place and improve your life by being excellent.
Taking Ownership – How to Create a Culture of Accountability in the WorkplaceXenium HR
Want to see your organization reach its full potential? It starts with accountability. Everyone—from manager to intern—has to take ownership of their work. So how do you make it happen? In this webinar we break down the best ways to instill accountability in managers and employees, tactics for reinforcing an accountable company culture, and strategies for building effective, accountable teams.
Workplace Accountability: How Effective Managers Create a Culture of OwnershipThe Business LockerRoom
Every company would love for its employees to demonstrate accountability; to take ownership of their work. However, despite their best efforts, few companies understand what it takes to create and sustain a culture of accountability. This presentation will presents the basic components of a methodology for creating workplace accountability.
Building A Culture Of Ownership, Presented To The Aha Center For Healthcare G...guest1429ed
Slides that accompanied presentation on building a culture of ownership for the American Hospital Association Center for Healthcare Governance, presented by Joe Tye, CEO of Values Coach Inc.
Ownership Accountability Training for mid level staffNeetu Maltiar
A wonderful presentation on motivating mid - level staff for training on being Accountable & taking Ownership of their job, work place and improve your life by being excellent.
Accountability can be taught and learned. Improving on my accountability is easier than I think. It all starts with the mindset. The Five Keys are No Fault Guilt or Blame, 100/0 Mindset, Self-empowerment, Result vs. Task and Clear Agreements
Executives tend to believe that being accountable is a trait you either have or don't have by the time you enter the workforce. In other words, "It's the person." Is it possible, however, that it could also be the environment? Could executives be unwittingly creating conditions that make it harder for employees to be accountable?
How Leaders Create Accountability reveals the latest research around what levers CEO's and other executives can pull to infuse accountability into the fabric of their organization's culture to get the right behaviours, and the right results, more often.
King Hammurabi was the first person who not only realized the importance of balance between accountability and incentives but also defined rules and regulation for workers .His main focus was construction sector .His philosophy of accountability is relevant in todays corporate culture. Fostering the culture of accountability and responsibility is the prime job of organizational leadership.
Accountablity means taking responsibilty for one action and inaction in the work place. it is key to effective performance on the job. it talks about taking ownership of ones role or task on the job and doing it well with little or no supervision..
Does just the word accountability make you cringe? Do you want to run and hide?
Team accountability, personal accountability each help your results to improve.
Learn how to build a workplace where everyone is excited to do their job.
https://compassroseconsulting.com/coaching-staff-success
Leadership is about how one leads one\'s self and others. It is also about responsibility and accountability in action. This slideshow highlights some of the traits essential for remarkable leadership.
Essential Lessons for Building a Culture of Ownership, for Culture MechanicJoe Tye
This special report for subscribers of the Values Coach Culture Mechanic service summarizes some of the most important lessons we have learned about effective cultural transformation and for building a culture of ownership
Role Accountability is good. Personal Responsibility is great.
Accountability is about managing roles. Personal Responsibility is about leading change.
When you focus on Accountability > Responsibility you get unhappy people and low performance.
When Responsibility > Accountability you get happy people and amazing performance.
Allowing employees to have influence, increases their accountability and thus their productivity and ultimately your organization’s profitability. Zenger Folkman has discovered through extensive research, how organizations leverage leaders to develop greater personal accountability. Zenger Folkman utilizes a proprietary strengths-based, cross-training approach to enable leaders to intentionally focus on practicing behaviors correlated with accountability to develop greater accountability throughout an organization.
How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
The Accountable Leader: Developing the Right Mindset & Practices That Ignite...Denise Corcoran
* Are your leaders struggling to get strong performance from your people?
* Are your leaders driving results through their own efforts, not their team?
* Is your company suffering from operational breakdowns, late deliveries, low employee motivation and more?
Today’s most successful companies all have one trait in common. Their high performance organizations are driven by a strong accountability culture.
Download "The Accountable Leader" to learn the right mindset and practices to drive results in your organization.
Accountability can be taught and learned. Improving on my accountability is easier than I think. It all starts with the mindset. The Five Keys are No Fault Guilt or Blame, 100/0 Mindset, Self-empowerment, Result vs. Task and Clear Agreements
Executives tend to believe that being accountable is a trait you either have or don't have by the time you enter the workforce. In other words, "It's the person." Is it possible, however, that it could also be the environment? Could executives be unwittingly creating conditions that make it harder for employees to be accountable?
How Leaders Create Accountability reveals the latest research around what levers CEO's and other executives can pull to infuse accountability into the fabric of their organization's culture to get the right behaviours, and the right results, more often.
King Hammurabi was the first person who not only realized the importance of balance between accountability and incentives but also defined rules and regulation for workers .His main focus was construction sector .His philosophy of accountability is relevant in todays corporate culture. Fostering the culture of accountability and responsibility is the prime job of organizational leadership.
Accountablity means taking responsibilty for one action and inaction in the work place. it is key to effective performance on the job. it talks about taking ownership of ones role or task on the job and doing it well with little or no supervision..
Does just the word accountability make you cringe? Do you want to run and hide?
Team accountability, personal accountability each help your results to improve.
Learn how to build a workplace where everyone is excited to do their job.
https://compassroseconsulting.com/coaching-staff-success
Leadership is about how one leads one\'s self and others. It is also about responsibility and accountability in action. This slideshow highlights some of the traits essential for remarkable leadership.
Essential Lessons for Building a Culture of Ownership, for Culture MechanicJoe Tye
This special report for subscribers of the Values Coach Culture Mechanic service summarizes some of the most important lessons we have learned about effective cultural transformation and for building a culture of ownership
Role Accountability is good. Personal Responsibility is great.
Accountability is about managing roles. Personal Responsibility is about leading change.
When you focus on Accountability > Responsibility you get unhappy people and low performance.
When Responsibility > Accountability you get happy people and amazing performance.
Allowing employees to have influence, increases their accountability and thus their productivity and ultimately your organization’s profitability. Zenger Folkman has discovered through extensive research, how organizations leverage leaders to develop greater personal accountability. Zenger Folkman utilizes a proprietary strengths-based, cross-training approach to enable leaders to intentionally focus on practicing behaviors correlated with accountability to develop greater accountability throughout an organization.
How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
The Accountable Leader: Developing the Right Mindset & Practices That Ignite...Denise Corcoran
* Are your leaders struggling to get strong performance from your people?
* Are your leaders driving results through their own efforts, not their team?
* Is your company suffering from operational breakdowns, late deliveries, low employee motivation and more?
Today’s most successful companies all have one trait in common. Their high performance organizations are driven by a strong accountability culture.
Download "The Accountable Leader" to learn the right mindset and practices to drive results in your organization.
This presentation provides an overview of the change management work completed in support of United Business Transformmation Office. I served as the BTO\'s change communications lead for all operational changes.
This presentation details the linkage and behavioral impact of employee commitment to the enteprise, to the company\'s product and service value proposition, and to customers. It also points out key differences between employee ambassadorship (advocacy) and employee engagement, which has less customer focus.
From “Yes, Let’s Do it” to “Yes, We Did It”: Ensuring Your Engagement Initiat...The HR Observer
• Why a lot of engagement initiatives are launched to fail and never survives the initial stages of implementation
• Knowing is not as good as going: how to move beyond your opinion surveys to doing something about your engagement levels
• Engaging stakeholders in your engagement programmes: appreciating that HR cannot do it alone
Dr Adrienne Isakovic, Assistant Professor of HR, Hamdan bin Mohammed Smart University
Presentation by Paul van Veen, Customer ServiceBenchmarking Australia (CSBA) at the Serve You Right Conference, Melbourne, September 15-16, 2011. Provides an overview of What to look for in customer service measures; The overall service improvement model; Customer satisfaction measures; Understand current performance; Key points for successful customer satisfaction measurement
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
Talk Given At ICSA National Conference in Atlanta 2010: The challenge of providing world-class levels of customer service through a service business located in multiple states, with diverse employees, in a variety of industries and markets.
Sustainability is not a concept; it’s a strategic imperative. To be competitive sustainability must be woven throughout your business beginning with your strategy, leveraging your human resources and optimizing your business processes. Sustainability = profitability.
What if you asked your top four employees to articulate the vision and purpose of your company? Could they do it? What about its business model and strategy? How about explaining their roles and the outcomes for which they have stewardship?
Chances are even your best people would struggle with that exercise. And if they have a hard time, imagine what that implies about the rest of your team.
Those simple questions reveal the level of line of sight you have in your business. And without line of sight, it is virtually impossible to have an engaged workforce.
With that in mind, VisionLink discusses the important role of employee alignment in creating sustained success in all aspects of talent management and performance—and how to create a pay strategy that reinforces the vision and mindset you want your employees to have.
To view a recording of this webinar, visit: http://www.vladvisors.com/compensation-knowledge-center/webinars/how-to-improve-line-of-sight-and-why-it-matters
To learn more about VisionLink, visit: www.vladvisors.com
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
1. Welcome Boosting Your Employee “OQ” – “Ownership Quotient” May 13, 2011 The Service Profit Chain Institute
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4. The Ownership Quotient: Putting the Service Profit Chain to work forunbeatable competitive advantage The Ownership Opportunity Build Ownership Into Your Strategic Value Vision Leverage Value Over Cost Put Customers to Work Boost Your Employee OQ Engineer Ownership Through Anticipatory Management Build a Strong and Adaptive Ownership Culture Sustain Your Success
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6. Real-life Examples of the link between inspiring and empowering employee accountability and creating “customer owners”
16. Provide significantly more suggestions for improvement each year than non-ownersApostle-like viral behaviors Commitment Loyalty Satisfaction Trial Awareness and curiosity
42. Give them freedom“Our new employee Katherine can commit up to $2,000 of the hotel’s funds to bring instant resolution to a guest’s problem.” Laura Gutierrez, Director of Human Resources for the Ritz-Carlton Dearborn in Michigan
43. Empowerment “If you want creative workers, give them enough time to play.” John Cleese
70. Thank You Thank you for participating in our webinar! You are eligible for the following: A recording of this webinar and a copy of the presentation will be available on our website later today.. Automatic subscription to the POWER!SERVICE Post Complimentary Access to the POWER!SERVICE Readiness Assessment www.powerservicesystem.com
Editor's Notes
DO:Welcome participants.DO:Have Moderator cover the logistical information. Address questions or technical issues.
DO: (Joe)Briefly introduce yourself and a few credentials related to employee ownership and customer service.(Add some to the image as well.)
DO:Introduce today’s webinar title and main topics. Transition: So why is it important to build Employee Ownership?
DO:Convey the payoff (key benefit) of building employee ownership.
SAY:Employee ownership brings unique rewards to an organization, so it’s important to know what to do to create it.To inspire employee owners, keen leaders give team members a stake in the game. They know that employee owners work harder and smarter. When frontline employees feel connected to the greater cause, they’ll do what it takes to exceed goals and expectations. In essence -- stock options or no stock options -- they become “owners.”BEFORE THE EQUATION, SAY:And in this regard, ownership is worth more than loyalty.
SAY:Let’s take a quick pulse on how you feel your organization as a whole is doing in this area…DO:Ask each question and comment on polling results.
SAY:Let’s take a quick pulse on how you feel your organization as a whole is doing in this area…DO:Ask each question and comment on polling results.
SAY :The Cycle of Employee Ownership outlines the key components that leaders pay attention to because they have the most positive impact on building skills and an attitude of ownership in the workforce.ASK (rhetorically): So how does the cycle work?SAY:By having certain beliefs, systems, and tools in place for each link in the cycle, organizations encourage ownership, accountability, and pride in supporting business objectives that lead to exceptional customer service. When leaders develop capability in each step of the cycle, frontline employees will not only “ own” the moment in their interactions with customers, but will take personal accountability of the organization’s success.
SAY:Ownership-conscious companies make right-fit selection a priority and develop systems to ensure candidates are effectively identified, screened, and selected. They recognize that the secret to retaining talent begins with attracting the right talent. Some unique power practices include: Using behavioral interviewing. Because past performance is a predictor of future behavior, a behavioral interview is designed to uncover a candidate’s past performance in certain situations.Engaging in panel interviews. Involve multiple people from different levels and disciplines to gain diverse perspectives and expose the candidate to the collaborative nature or the company culture. Applying a Realistic Job Preview: Prior to making an actual job offer, candidates spend about an hour with a high-performing employee currently performing the role. The idea is for the candidate to see both the upside and the downside of the position they are considering so that they can make an informed decision before accepting the position.Hiring for cultural fit. Make candidates aware of what the company is about and what’s expected. Look for the values you want employees to uphold and demonstrate. Studies show that the single greatest contributor to performance failure and job dissatisfaction is lack of fit with organizational culture. If someone doesn’t align with the company’s core beliefs and values, it will be very difficult for that person not only to develop effective relationships, but to deliver on your stamp of company culture.
SAY:Creating a sense of belonging for employees begins Day One, with an effective onboarding process. How welcome and connected new employees feel to an organization has a direct impact on individual levels of engagement and retention. But onboarding doesn’t begin and end with new-hire orientation. Onboarding is a long-term process that begins before an employee’s start date and usually continues for six months. To instill ownership and set new hires up for success, onboarding activities must address WHAT a new employee needs to KNOW and HOW a new hire ought to FEEL about joining the organization. Try these power practices: Make a great first impression. Orientation is generally the first chance new employees experience your company as an insider. If your orientation class doesn’t address all the basics adequately, if it starts late and runs over, if it’s disorganized, if the trainers are boring, or if the experience is heavy on the rules and regulation and light on inspiration, you're likely to create “hiree’s remorse.” Help them see the big picture. Understanding the big picture plays a major role in whether employees become engaged. Talking about the company’s mission and what makes it great are ways of bringing the big picture into view. Understanding how the organization works and how the various parts work together is another critical part of a new person’s success.Engage their hearts. People want to be proud of their work; they want to feel like they can make a difference Day One. Paperwork is not personal so avoid the traditional form dump. Allow for relationship building with new colleagues and seasoned employees. Consider assigning welcome mentors to each new hire so they can immediately get a feel for the personality of your organization. Involve the leadership team. Either live or via video, have key executives welcome participants and make them feel part of the company. Have them talk about the company’s culture, values, mission, and vision. Leaders can express their passion for the company, demonstrate their commitment, and share their optimism about the future. Telling stories about the company’s history and sharing key milestones are good ways for executives to participate. They should talk about why they like working for the company, why they’ve stayed so long, and what they’re proud of.
SAY:While effective selection and onboarding processes are the first building blocks in ensuring high levels of customer satisfaction and engagement, leaders must commit to ongoing coaching and development. Successful organization recognize the importance of giving managers the tools to communicate, train, and coach employees so they are willing and able to exceed expectations at those moments of truth. They become “owners.” Here are just a few best practices from our research:Involve them in setting goals. Resist the temptation to lay it all out for them. Instead, find out what skills or behaviors an individual would like to adopt or improve, and engage in a conversation about a path for achieving the goals. Invite ideas on what specific actions they can or would like to take. Offer suggestions. The more employees are involved in setting goals, the more ownership and passion they will demonstrate. Give them the encouragement and freedom to accomplish their goals. Make goals realistic. All goals need to be achievable for the timeframe and for the individual’s capacity. Setting goals too high will only deflate the worker; setting them too low won’t motivate them to do their best work. Link to larger goals. When setting developmental goals for individuals, show them how their performance objectives are related to overall organizational objectives. If a person knows how their contributions fit into the big picture, they are more likely to establish and achieve fruitful goals. This ties back to empowerment. Monitor progress towards goals by provide frequent feed-back based on observations. Provide ongoing learning opportunities. Enable ongoing development through knowledge, empowerment, and skill building. Provide learning opportunities through hands-on experiences, technical training, and personal development through different programs that are focused on both professional and personal development.
SAY:In a competitive environment in which organizations must be faster and leaner, provide better service quality, and be more profitable, an empowered workforce is essential. Empowerment is giving employees discretion or latitude over certain task-related activities, and then encouraging and rewarding them to exercise initiative and imagination. Empowerment of service employees requires knowledge, communication, trust, and incentives. The ability of an employee to make the proper response during the service delivery process is largely a function of the employee’s knowledge and control. Here are a few power strategies:Educate your staff on the resources and how to find them. Make tools readily accessible and teach them how to use them. Distribute job aids and checklistsEncourage risk taking and learning from mistakes. Allow employees to make decisions and try new approaches without fear of consequences. Be clear about parameters. Share the limits. Re-teach policies if they change. Point out there are “shades of grey” when it comes to assessing a situation, making recovery decisions, and taking the appropriate action. Encourage them to make their best assessment and decision. Give them the freedom. To “own” a problem, team members must have both the desire AND the authority to take action. Without a spirit of ownership, no amount of authority convinces a team member to own a problem. And without enough authority and leadership support to act, no amount of personal motivation can overcome the frustration of wanting to solve a service problem, but not being given the freedom to do so. Great service is delivered when team members are given the freedom to address and correct service complaints themselves instead of having to hand the customer off to someone else in the company.
SAY:In addition to empowering their teams, smart leaders are in tune with what makes for an engaged workplace. Here are some of the things they pay attention to. Workplace Design: Modify the physical work environment. Job Design: Take the time to find out what drives individuals in terms of interests, talents, and career goals, and delegate project and work tasks accordingly. Assign people to work that they find satisfying; rotate job activities, apply cross-training, etc. Team Learning: Research shows that team interaction, peer-to-peer coaching, cross-functional learning, and collaboration drives productivity and job engagement. Build teams that can capitalize on the merits’ and diversity of team members’ experiences and perspectives. Meaningful Work: A primary way that leaders ensure constant and concerted engagement is to make sure the work is meaningful. People need to see results for what they do. Work becomes meaningful to employees when their leader helps them see the connection between what they do and the success of the organization, of others, or the community at large. Idea Generation: Nimble companies recognize that the best ideas for improvement come from those who are closest to the work (and the customers).Engagement-focused leadersapply systems, even campaigns, that solicit and acknowledge ideas and solutions from their team members.
SAY:Leaders can build ownership and boost results by following good performance management principles. They can use their company’s performance appraisal programs to establish expectations. However, merely following the minimum requirements of formal programs is not enough to create the positive environment necessary for ownership and accountability.Here are some other power practices:Focus on observable behaviors. Focusing on the behaviors keeps the evaluation process objective and facilitates coaching to correct if need be. Bringing in hearsay, making generalizations or judgments, or jumping to unwarranted conclusions is both risky and unproductive. You want to help them improve, but more importantly, you want to preserve their self-worth.Tie coaching to organizational goals. Moving from a good customer experience to a great customer experience comes down to connecting individual performance goals to those of the organization. At the end of the day, all business efforts succeed or fail depending on the commitment and actions of a leadership team to really drive an organization forward to deliver on the promise made to customers. Making sure that employees see how they fit into the big picture and how they can contribute to overall success is the key to continuous improvement. Don’t gloss over the trouble areas. Discuss any problems you’ve observed with the employee’s performance. Address each problem individually and don’t bring up a new problem until you’ve thoroughly discussed the current one. When describing the performance problem, reinforce by referring to performance standards. Work together on developing an improvement plan and offer your support. Meet performance review deadlines. Make sure you know when each team member’s evaluation is due and conduct them on time. This is important for the team member, and it shows them you are interested in and committed to their development. Transition: Remember, expectations, evaluation performance, and reward must be well aligned.
SAY:When you recognize others, you are letting them know that they -- and their efforts -- are valued. Recognition is a powerful motivator that encourages risk taking, initiative, individual growth, and of course, “ownership.” It also plays a strong role in helping organizations meet their objectives.Here are a few POWER!SERVICE best practices.Be specific and descriptive. Don't reward someone for being nice or simply being a wonderful employee. Rather, point out exactly what they did to merit the recognition -- such as completing a project, receiving a commendable client letter, etc. Recognition should reinforce the desired behavior. Tailor it to the individual. When giving recognition, customize it by understanding who you are recognizing and why. The more tailored it is for the person, the more effective the recognition will be. Be sincere. If a leader takes the time to make recognition personal and sincere, it demonstrates that they are truly aware and appreciative of stellar efforts. Make them feel like winners. SPCI Leaders have high “ownership quotients” because they make employees feel like winners when they help customers win. Leverage intrinsic rewards. Engagement-focused organizations find that sometimes the best form of recognition are intrinsic rewards such as meaningful jobs, increased responsibilities, etc. Although salaries are very important, employees feel most rewarded when they know their job is significant and they create positive results to the company. Encourage peer recognition. People like to recognize and be recognized by their peers. It further validates their accomplishments. Recognition is not just about reinforcing the behavior of the individual(s) being recognized; it also affects the behavior of others. Don't miss out on this additional benefit.
SUMMARIZE:Here are three things you can do TODAY to boost your EQ: Foster a relationship between customers and employees that creates a powerful bond to your Brand. Demonstrate The Cycle of Ownership: When this is working, it takes on a ‘flywheel’ effect, that over time tightens your ability to attract and retain highly engaged, highly productive, and highly committed “employee owners.”Follow the POWER!SERVICEbest practice tips shared today.DO:Explain the tips are downloadable via Slideshare.Transition:Plug the Tool Kit
SAY:The tips we shared today are just a small sampling of a comprehensive Toolkit that includes an introduction of the model and some of the outcomes that managers’ can expect to achieve by applying each of the seven steps in the cycle. The tool is called the POWER!SERVICE Cycle of Employee Ownership: A Toolkit for Managers. Each of the7 sections align with a component of the Employee Retention Cycle. Each section begins with a few case studies of best practice POWER!SERVICEcompanies have demonstrated. The case studies are followed by specific tools or techniques and are summarized with a ‘Top Ten’ list of tips for effective management of topic of that section. The online version contains a Customer Loyalty Calculator that describes the economic impact from improving customer loyalty in their business, as well as an Employee Turnover Calculator that describes the financial risks of high employee turnover.
DO:Thank participants and explain how the presentation will be available within 12 hours via slideshare. Plug the newsletter, mention the website, the blog, monthly webinar series.