1 executive overview

Urgency to Improve Engagement

• Business is losing $300 billion a year (The Gallup Corporation)

• Employees are being denied immeasurably valuable quality of life (Is your work experience as satisfying as you would like ?)

• Why? Over 70% of employees and supervisors are disengaged

• Cause: Expecting supervisors to motivate employees and control their performance with traditional performance evaluations

Focus for Improving Engagement

Expectation causes 99% of disengaging conditions:

• Employees Lack understanding or support 89%

2. Employees Lack knowledge or skill 9.5%

3. Employees Lack mental or physical capability 0.5%

Where to start

• All three conditions are results of supervisory leadership communication shortcomings

• Traditional programs: 1% effective eliminating shortcomings

• The Supervisor/Employee Team Achievement Agreement and Review process: 80% effective

4© Duke Nielsen 2010 thedukingtons@aol.com

Disengaging Leadership ParadigmMotivating Employees and Controlling their Performance

Hopelessly Ambiguous

Performance Expectations

Disengaging Leadership ParadigmMotivating Employees and Controlling their Performance

Hopelessly Ambiguous

Performance Expectations

Engaging Leadership ParadigmInspiring, Guiding, and Supporting Employee Achievement

Focused Attention on

Achievement Expectations

Extrinsic/Intrinsic Rewards

• Extrinsic means “from without”; outside of the emotional self

• Valued for money, power, prestige

• Intrinsic means “from within”; inside of the emotional self

• Valued for self worth, being understood and appreciated

How Rewards Affect Motivation

Adolescent Motivation Mature Motivation

0 0 10

Extrinsic Rewards

0 0 10

Intrinsic Rewards

Physical Security Social Intellectual Ego Achievement

Feeling Understood and Appreciated

Extrinsic Rewards

0 0 10

Intrinsic Rewards

Extrinsic Rewards

0 0 10

Intrinsic Rewards

Extrinsic Rewards

0 0 10

Intrinsic Rewards

Extrinsic Rewards

0 0 10

Intrinsic Rewards

Extrinsic Rewards

0 0 10

Balance of Rewards Essential For Engaging S/E Relationships

Intrinsic Rewards

Self-Motivating Algorithm

Perpetuates

Commitment toS/E Team Achievement Expectation Agreements

And ReviewsCreates and

Perpetuates This Cycle

Team Achievement Agreement/Review

Mission: Create and sustain a relationship climate in which optimal understanding, achievement, mutual appreciation, and character development are most likely to occur. ____________________________________________________________________

Supervisor’s Support Responsibility (first one of five): Follow the scripted guide for developing achievement agreements and conducting achievement reviews.

Agreed on portion of full attention to be focused on this responsibility_______%Discussed and agreed on actual portion of full attention focused _______%Agreed on disengaging influences and remedies_____________________________ ___________________________________________________________________

Employee Job Responsibility: (relates to existing job responsibilities).

Agreed on portion of full attention to be focused on this responsibility_______%Discussed and agreed on actual portion of full attention focused _______%

Agreed on disengaging influences and remedies_____________________________

___________________________________________________________________

Mission: Create and sustain a relationship climate in which optimal understanding, achievement, character development, and mutual appreciation are most likely to occur. ______________________________________________________________________________________

Supervisor’s Support Responsibility (first one

of five): Follow the scripted guide for developing

achievement agreements and conducting

achievement reviews.

Supervisor’s Support Responsibility (first one

of five): Follow the scripted guide for developing

achievement agreements and conducting

achievement reviews.

Agreed on portion of full attention to be focused on this responsibility_40%

Referenced Employee job responsibility: I.E.

Support my employer’s mission and our S/E

team mission.

Agreed on portion of full attention to be focused on this responsibility._30%

Supervisor’s support responsibility (first of five): Follow the scripted guide for developing achievement agreements and conducting achievement reviews.

Agreed on portion of full attention to be focused on this responsibility. 40%

Discussed and agreed on actual portion of full attention focused. 30%

Agreed on disengaging influences and remedies.I don’t verify understanding enough. I’m impatient and act on assumptions. It’s tough to break old habits. I need to think more about our team mission.

Employee Job responsibility: Support my employer’s mission and our S/E team mission. Agreed on portion of full attention to be focused on this responsibility. 30%

Discussed and agreed on actual portion of full attention focused. 40%

Agreed on disengaging influences and remedies.I really work on not supporting other’s whining. I am trying to be more assertive and successful in holding others accountable to follow through on their commitments to me.

Leadership Development Effectiveness Adapted from Bruce & Showers, Transfer of Training: The Contribution of Coaching

(Eugene, OR: Center for Educational Policy & Management, 1982)

Levels of Instruction

Measures of Instruction Effectiveness

The Team Achievement Expectation Agreement & Achievement Review Process accomplishes all four

2. Skill demonstration

3. Low-risk feedback

4. Mentored OJT coaching

1. Concepts and theories 85% 15% 10% 85% 18% 10% 85% 80% 10% 90% 90% 80%

Learning Learning Learning Gained Demonstrated Applied

Leadership Communication & Character Development Adapted from Bruce & Showers, Transfer of Training: The Contribution of Coaching (Eugene, OR:

Center for Educational Policy & Management, 1982)

Levels of Instruction

Measures of Instruction Effectiveness

The Team Achievement Expectation Agreement & Achievement Review Process accomplishes all four

2. Skill demonstration

3. Low-risk feedback

4. Mentored OJT coaching

1. Concepts and theories 85% 15% 10% 85% 18% 10% 85% 80% 10% 90% 90% 80%

Learning Learning Learning Gained Demonstrated Applied

1 executive overview

effective34 duke nielsen

appreciated7 duke nielsen

physical capability

employees lack knowledge

prestige intrinsic means

emotional selfvalued

disengaging conditions

review process

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