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Welcome Back

Session 6

Session 5 Assignment – REQUIRED Due 2/19/16

1.  Use the HIT Process to evaluate and determine needs •  Did you use the Idea Priority Matrix to evaluate the

best ideas? •  What are your notes on the successes and

challenges that your organization faces?

Agenda 8:00 – 8:25

•  Agenda •  Assignment Review

8:25 – 11:30

•  Engaging First-line Leaders

11:30 – 12:00

•  Assignment for Session 6 •  Pre-work for Session 7

Break

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Engage Your First-Line Leaders

Engagement and Emotions

Positive Emotions that drive Engagement

–  Valued –  Confident –  Inspired –  Enthusiastic –  Empowered

Emotional Drivers of Employee Engagement – Dale Carnegie and MSW Research groundbreaking study of 1,500 employees

Page 6-1

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Negative Emotions that drive Dis-engagement

–  Disinterested •  Bored •  Lethargic

–  Irritated •  Insulted •  Manipulated

–  Uncomfortable •  Anxious •  Vlunerable

•  Intimidated •  Fearful

Emotional Drivers of Employee Engagement – Dale Carnegie and MSW Research groundbreaking study of 1,500 employees Page 6-1

The #1 driver of employee engagement is one’s first line supervisor*

** Sirota Intelligence Study

Disengaged managers are 3 times more likely to have disengaged employees**

* Gallup survey of 80,000 Global Employees

First Line Leader Role in Engagement

Less than 10% middle managers rated their management training to be excellent

75% of people voluntarily leaving jobs say their boss as the reason

Page 6-1

First-line Leaders

Level above

first-line leaders

Employees

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Skills of Leaders that Engage

Leadership

Vision and Building Alignment

Self and Staff

Development

Creating a Motivational Environment

Team

Development

Page 6-2

Skills of Leaders that Engage

Leadership

Leadership Evaluation –  360 feedback

•  180 feedback, if nothing else –  Development opportunities

•  What are you doing to improve yourself?

•  How are you taking the initiative and control?

–  Professional associations •  What professional associations are

available? •  Are you a member? Are you

involved? –  Career planning

•  Do you have a path? •  Is it only inside your current

organization?

Page 6-3

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© The Employee Engagement Group. All Rights Reserved

On the chart, rank yourself in each category from 1 – 12: •  1 = Highly Effective •  12 = Needs most work Use each number only once but use all numbers

Twelve Needs a Leader

Must Fill

____ ____

____

____

____

____ ____

____

____

____

____

____

Clarity Someone is saying

what is expected of us

Cohesion We’re all singing from the same song sheet

Direction Someone knows

where we’re going

Inspiration We feel good about what we are doing

Reassurance Someone is looking

out for us Recognition What I do matters

Role Model We have someone

to look up to

Security Things will probably

turn out okay

Structure Everyone knows where they fit in

Trust I believe in you

Vision We know where

we’re going

Authority Someone is in charge

Force Rank Yourself

Page 6-4

© The Employee Engagement Group. All Rights Reserved

Debrief What were your #10, 11, and 12?

•  Why did you rank these as you did? •  Would your employees rank you the

same way? Why? •  Is meeting these needs important

to your employees? Why or why not?

•  What could you do to improve in these areas?

What were your #1, 2, and 3?

•  Why did you rank these as you did? What do you do that makes these ranked highly?

•  Would your employees rank you the same way?

•  What could you do to keep these as strengths?

Twelve Needs a Leader

Must Fill

____ ____

____

____

____

____ ____

____

____

____

____

____

Authority Someone is in charge

© The Employee Engagement Group. All Rights Reserved

Clarity Someone is saying

what is expected of us

Cohesion We’re all singing from the same song sheet

Direction Someone knows

where we’re going

Inspiration We feel good about what we are doing

Reassurance Someone is looking

out for us Recognition What I do matters

Role Model We have someone

to look up to

Security Things will probably

turn out okay

Structure Everyone knows where they fit in

Trust I believe in you

Vision We know where

we’re going

Twelve Needs a Leader Must Fill

Page 6-5

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You can use this tool to ask your employees to evaluate you on the 12 Needs:

•  Rank yourself •  Ask your employees

to rank you •  Use the scorecard to

determine areas for your growth

© The Employee Engagement Group. All Rights Reserved

Asking Your Team

Page 6-7-6-9

© The Employee Engagement Group. All Rights Reserved

Team Results Report

© The Employee Engagement Group. All Rights Reserved

Team Results Report

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Skills of Front Line Leaders that Engage

Leadership

Vision and Building Alignment

Monitor progress Reward / recognize achievements tied to

vision, strategies, and priorities

Vision and Building Alignment

Communication with employees •  Vision, strategy, priorities •  Performance against goals

Business Vision, Strategy, Mission, EVP

Department Vision, Strategy, Priorities

Monitor progress Reward / recognize achievements tied to

vision, strategies, and priorities

Vision and Building Alignment

Communication with employees •  Vision, strategy, priorities •  Performance against goals

Business Vision, Strategy, Mission, EVP

Department Vision, Strategy, Priorities

Page 6-12

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Skills of Front Line Leaders that Engage

Leadership

Vision and Building Alignment Creating a

Motivational Environment

The Foundation of Motivation

Physiological

Belonging

Esteem

Self Actualized

Safety

Maslow’s Hierarchy of Needs

What does your organization do to meet each of these needs?

Page 6-13

Environment of Motivation

Accountability

Communicate Know the Employee

Page 6-14

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Environment of Motivation

Accountability •  Clear Expectations •  Performance Mgt

Communicate Know the Employee

What do you expect?

Expectations You Have of Employees

What is an expectation?

Two types of expectations

–  Performance •  Productivity •  Project safety, quality, and performance •  Adherence to company policy •  Work - life balance

–  Development •  Growth in the department and company •  Training & education •  External opportunities

Expectation (n) - anticipation of a result or outcome from ourselves or others

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Exercise - Write expectations Write out one or two ‘performance’ expectations. These could apply to everyone you supervise or you might want to think of one employee. Then, thinking of an individual employee, write out at least one ‘development’ expectations.

Page 6-15

Four questions that validate your expectations

How is it measured?

Four questions that validate your expectations

How is it measured?

Why is it relative to job

success?

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Four questions that validate your expectations

How is it measured?

Why is it relative to job

success?

What obstacles

will prevent success?

Four questions that validate your expectations

How is it measured?

Why is it relative to job

success?

What obstacles

will prevent success?

How will you influence behavior?

Exercise – Identify and validate 3 - 4 expectations

Page 6-15

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Performance Improvement Model Identify the Problem

Communicate the Problem

Expectations Motivation Ability

Take Action

Current Behavior

Preferred Behavior

Diagnose the Cause

Page 6-17

Environment of Motivation

Accountability

Communicate Know the Employee

What Employees Want

Busin

ess

info

Provide

input

Ability to talk to a leader

Page 6-18

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What Employees Want

Busin

ess

info

Provide

input

Ability to talk to a leader

•  Performance •  Recent wins •  Customer satisfaction •  New products •  Changes •  Other topics?

How does your organization ensure that these topics are communicated?

What Employees Want

Busin

ess

info

Provide

input

Ability to talk to a leader

What techniques have we covered in this

workshop that would allow employees to provide input?

What other techniques do you use so employees can provide input?

What Employees Want

Busin

ess

info

Provide

input

Ability to talk to a leader

What opportunities do employees have to talk to their supervisor or other leader? Do you have an ‘open door’ policy? What does that really mean? What are barriers you can think of?

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What Employees Want

Busin

ess

info

Provide

input

Ability to talk to a leader

Environment of Motivation

Accountability

Communicate Know the Employee

• Personal • Professional

Exercise – Assess your Motivation Techniques Page 6-19

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• Satisfaction of successful project • Want to exercise talents • Self-motivated if job is challenging

• Want freedom/ independence • Like to work alone • Take responsibility for own tasks/projects

• Want to be treated fairly • Compare selves to others

• Crave job security • Steady income/benefits • Hazard-free work

•  Interaction with others • Social aspect of workplace

• Specific recognition and praise • Public or private

•  Influencing people • Sometimes controlling • Lead and persuade

Achievement

Autonomy

Safety/Security

Equity

Affiliation

Esteem

Authority

Adapted from The Manager’s Desk Reference - Cynthia Berryman-Fink and Charles B. Fink

Seven Motivators Page 6-21

Exercise – Determining Your Motivators Page 6-22

Exercise - Your Team Members’ Motivators Page 6-23

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A pat on the back

25¢

Keys to self motivation –  Know your key motivator(s) –  Reduce your de-motivators –  Find a support system –  Take time out for breaks and physical activity –  Use humor –  Reward yourself –  Exercise and eat right – take care of yourself! –  Organize your workspace

Feeling stressed?

Page 6-25

Environment of Motivation

Accountability

Communicate Know the Employee

Skills of Front Line Leaders that Engage

Leadership

Vision and Building Alignment Creating a

Motivational Environment

Team

Development

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Forming  

Storming  

Norming  

Performing  

Source:  Bruce  Tuckman  (1965)  

Team Development

Page 6-26

•  Feeling  moderately  eager  •  Anxiety  •  Where  do  I  fit?  What  is  expected  of  me?  •  TesNng  the  situaNon  and  people  

Forming  

•  Discrepancy  between  hopes  and  reality  •  Feeling  frustrated  incompetent  and  confused  :  anger  around  goals,  tasks  and  acNon  plans  

•  ReacNng  negaNvely  toward  leaders  and  other  members  •  CompeNng  for  power  and/or  aVenNon  

Storming  

•  Resolving  discrepancies  •  Developing  trust,  support  and  respect  •  Developing  self-­‐esteem  and  confidence  •  Being  more  open  and  giving  more  feedback  •  Sharing  responsibility  and  control  •  Using  team  language  

Norming  

•  Feeling  excited  about  parNcipaNng  in  team  acNviNes  •  Feeling  team  strength  •  Showing  high  confidence  in  accomplishing  tasks  •  Sharing  leadership  •  Performing  at  high  levels  

Performing  

Source:  Bruce  Tuckman  (1965)  

Team Development

•  Feeling  moderately  eager  •  Anxiety  •  Where  do  I  fit?  What  is  expected  of  me?  •  TesNng  the  situaNon  and  people  

Forming  

•  Discrepancy  between  hopes  and  reality  •  Feeling  frustrated  incompetent  and  confused  :  anger  around  goals,  tasks  and  acNon  plans  

•  ReacNng  negaNvely  toward  leaders  and  other  members  •  CompeNng  for  power  and/or  aVenNon  

Storming  

•  Resolving  discrepancies  •  Developing  trust,  support  and  respect  •  Developing  self-­‐esteem  and  confidence  •  Being  more  open  and  giving  more  feedback  •  Sharing  responsibility  and  control  •  Using  team  language  

Norming  

•  Feeling  excited  about  parNcipaNng  in  team  acNviNes  •  Feeling  team  strength  •  Showing  high  confidence  in  accomplishing  tasks  •  Sharing  leadership  •  Performing  at  high  levels  

Performing  

Source:  Bruce  Tuckman  (1965)  

Team Development

Page 6-29

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Skills of Front Line Leaders that Engage

Leadership

Vision and Building Alignment

Self and Staff

Development

Creating a Motivational Environment

Team

Development

Staff Development

–  Hire the right people

How do you hire your people managers? •  Where do you look? •  Do you have an internal development process?

•  What does it look like? •  Who is eligible?

•  Who is involved in the ‘filtering’ process? •  Do you have a standard list of requirements or does it vary from

position to position? •  Who makes the final decision?

From your

pre-work

Staff Development

–  Hire the right people •  Set clear objectives and

expectations •  Identify behaviors, traits, skills,

and experience/education (BEST)

•  Look internally and externally –  Track progress – help them

succeed –  Provide development

opportunities (more than just training)

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Self and Staff Development Page 6-29

Leadership Best Practices Page 6-31

Session 6 Assignment

Page 6-35

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Assignment for Session 6 1.  Conduct a ‘12 Needs a Leader Must Fill’ evaluation with your staff (or

people who see you as a leader) •  What can you do to be a more engaged leader? •  Share the ‘12 Needs’ tool with other leaders in your organization and

teach them to how to use it

2.  Get to know several employees on a professional and personal level

3.  Complete the Motivation Team Assessment on at least 5 people noting a primary and secondary motivator. Then have those people take the self assessment and compare their answers to yours.

Pre-work for Session 7

Page 1

Pre-work for Session 7 –  What is the percentage distribution of each

generation in your organization? (your best guess)

–  What are 5 metrics you use to measure how your organization is doing?

–  What are 3 additional metrics you think you should be measuring but aren't?

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Happy Holidays! See you in 2016

Next Session: January 15th