Danske BankProgram on Management DevelopmentDay 2: Review of day 1

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Review of yesterday

Slide 2

Danske BankProgram on Management DevelopmentDay 2: Getting Engagement and Commitment

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Motivation

We’ve all heard of Maslow’s “Hierarchy of Needs”?

Self actualisation

Ego

Social

Safety

Physiological

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Soft power…

Is not getting people to DO what you want…

But getting people to…

WANT what you want

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MotivationHave we also heard of Herzberg’s 2 factor theory of causes of motivation”?

Motivators:• Job content• Responsibility• Challenge• Recognition• Growth

“‘Hygiene Factors’ or causes of dissatisfaction:• Working conditions• Policies and administration• Pay• Quality of supervision

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Motivation

What about Vroom’s ‘expectancy’ theory?

Expectancy x Valence = Force of motivation

E x V = FWhere

E is the strength of the expectation that behaving in a certain way will result in a given outcome

V is the value that the individual places on the outcome (positive or negative) and can be virtually anything

F is the strength of the individual’s motivation to behave in the given way

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It all boils down to needing a…

• Great job• Great manager• Great organisation• Great package

Employees join organisations and leave their manager

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What have been the major causes of death in the workplace in the USA since 1990?

• motor vehicle accidents (24%)• ? 14%

Homicide!

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The Baboon Paradox

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Engagement is critical!

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What does engagement look like?

• Engaged employees care about the future of the company• They give discretionary effort• They feel a strong emotional bond to the organisation• In organisations with higher engagement scores

- Retention is higher- Productivity levels are greater- Absenteeism is lower

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Why is Employee Engagement Business Critical?

• Best Companies to work for in the UK 1998-2003 would have earned investors 12.1% return instead of 5.8% over the 5 years

• An average three-year revenue growth of 20.1% as compared to industry average of 8.9%

• Employees that work 57% harder and are 9 times less likely to leave

• Three times higher EBITA growth as compared to industry average

• Higher stock price over a period of 3 years as compared to a sample of 500 leading companies in a variety of industries

• Three times higher EBITA growth as compared to industry average

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What are your levels of engagement?

20% of employees in a survey of 35000 were disengaged; 60% were only moderately engaged

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So how do you improve levels of engagement?

Flip chart it

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Ten activities to improve engagement

• Provide fair and accurate informal feedback• Emphasize employee strengths in performance reviews• Clarify performance expectations• Leverage employee “fit” to the job• Provide solutions to day-to-day challenges• Amplify positive employee performance traits and filters

negative effects• Connect employees with the organizations’ strategy and its

success• Instil a performance culture of open communication, flexibility,

and innovation• Connect employees with talented co-workers• Demonstrate a credible commitment to employee development

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Root Causes of Inability to Engage Employees (Future Work Foundation)

• Lack of inclusion• Feelings of deprivation and loss• Perceptions of vulnerability• No positive attachment to a manager• Employee relationships

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The authentic leader(Building on the Goffee and Jones article…)

What I Say How I Act

What IMeasure

What I Prioritize

My

Leadership

Shadow

How I Frame IssuesContext SettingWhat I RepeatWhat I Emphasize

RewardsRecognitionAccountability

BehaviorsSymbolsRelationships

DisciplinesRoutinesWho I Interact WithMy Standing Meetings

Congruence Congruence

Congru

ence

Congru

ence

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The level 5 leader (good to great)The incomplete leader

The servant leaderetc.

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Slide 20

The Cost of an Unwanted Loss

In table groups, work out what it would cost to replace a first-line supervisor/team leader (salary €50k)

Did you include… Costs of advertising and

hiring Loss of productivity Disruption to others Idle assets

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Engaged Employees Want…..

• Lifestyle/work-style balance and flexibility

• Excellent leadership• Work with industry leader• Work with inspirational people• Work on hot projects• Work with leading customers

and suppliers• Opportunity to lead others

• Recognition of ideas• Excellent work environment• International opportunities• Receive positive feedback• Employer sponsored

development• Financial package• Flexible benefits• Sabbaticals

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Slide 22

Exercise

In table groups, flip chart the main non-financial rewards you can offer people at Danske Bank

Danske BankProgram on Management DevelopmentDay 2: Leverage and 360 Delegation

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Delegation ‘The Commitment of Authority or Power’

“The hardest thing about delegating is…?”

“DOING IT!”

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Why delegate?What’s in it for you?What’s in it for the organisation?What’s in it for your teams?

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WHY is it so difficult to delegate?

It’s about power…

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When to Delegate

When you:• Have insufficient time to

complete key tasks effectively• Want to develop skills &

competencies of individual• Want to empower individual• Want to retain talent• When they might do a better

job than you

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What to Delegate

• Things that you do not need to do yourself

• Things you like doing and so hold onto but could be done by someone else

• Things that could be done better by someone else, eg specialist

• DON’T delegate high risk or high leverage tasks

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To Whom to Delegate (360)

• Those with the skill• Those with the authority/role• Those with the potential• Those in need of development• Those you want to retain• Those who owe you a favour

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The IDEAL Way to Delegate

• Introduce• Develop• Experience• Authorise• Let go

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Coaching and Developing Talent

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Objectives To reinforce the role that

coaching plays in enhancing performance and to make the business case

To understand the coaching process and develop a commitment to coaching direct reports, peers and others

To build the coaching skills of contracting, listening, questioning, probing, challenging, actioning

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Exercise 1

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Think of a real work challenge you are facing at the moment (it can be the same as your PI if you want, but preferably different)

It could be a leadership issue or a technical/management problem

Describe it in a short sentence beginning with "How do I…?"

Write a few notes describing the circumstances, people involved, history, etc

Disguise names if necessary

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Form yourselves into groups of 3

One person takes the role of coach, the other of coachee, the other of observer

The first coachee describes their leadership challenge

The coach coaches them

5 minutes each

Exercise 1

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What went well?

What didn't go so well?

What do you need to do differently?

Exercise 1

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What is coaching?

• Unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them

Whitmore 2002

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Why should you learn to coach rather than teach?

Because when people learn for themselves the learning goes deep

Because the ideas you help them discover may be better than yours

Because they’ll be more committed as they’re more involved

Because it means you’re spending time together

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The coaching process

Much coaching involves activities that effective managers are doing anyway:

Delegating work Reviewing progress Discussing difficulties Helping staff resolve problems

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Coaching skills

5 broad clusters:

• relationship building skills

• listening and questioning skills

• reflecting skills

• feedback skills

• actioning skills

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The steps of active listening

Be quiet

• Listen and don’t interrupt

• Don’t finish off other people’s sentences

• Maintain consistent body language

Check that you have understood

Ask questions Rephrase and playback Summarise Show you have understood what has

been said

Reflect back

The feelings behind the words Show you understand the feeling behind the words

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Types of questions

Open Closed Specific Rhetorical Hypothetical Reflective Multiple Hidden advice

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‘Advise-in-disguise’ questions

Spot the difference:

“Would it be a good idea to consult your colleagues about this?”

“Who else could you consult about this?”

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Avoid critical questions

“Why are you behind schedule?””What’s the problem on this project?”“Why are you so far behind the other team?”“What’s your problem?”“Who isn’t keeping up?”“Who did that?”“Why did you do that?”“Who made that decision?”“Don’t you know better than that?”

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Ask stretching questions

Which way is the ball spinning as it comes towards you?How high is it this time as it crosses the net?Does it spin faster or slower as it bounces this time?How far is it from your opponent when you first see which way it is spinning.

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Ask stretching questions

“How do you feel about the project so far?”

“What have you accomplished so far that you are most pleased with?”

“What about that accomplishment do you most appreciate?”

“What else?”How would you describe the way you want this project to turn out?”

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Effects of questions

Compels the person to focus Requires descriptive not judgemental

answers Provides feedback loop for the coach

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Reflecting skills

paraphrasing

clarifying

interpreting

summarising

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Exercise 2, try again - questioning, listening, reflecting

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Same groups of 3

Same leadership issues

Again one person takes the role of coach, another is the coachee, and the third is the observer

The coach coaches the coachee (10 mins) and the observer provides feedback using the Observation Form (5 mins)

Rotate twice more

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Exercise

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This time, observers can look for specific improvements:

Relationship building

Active listening

Questioning skills

Reflecting

Exercise 2, try again - questioning, listening, reflecting

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SBI feedback

• Situation "This is the situation as we have discussed it"

• Behaviour "This is the behaviour I have observed"

• Impact "This is the impact of that behaviour on you/others/the organisation"

Giving Feedback

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Actioning skills

GOALS What do you want?

REALITY What is happening now?

OPTIONS What could you do?

WILL What will you do?

The GROW model: Whitmore

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GOAL What is the issue on which you want to work? What outcome do you want from this coaching

session? How far do you expect to get in this session? What is your long-term goal for this issue? What is your long-term goal time-frame? What steps to your goal can you identify? What are the time-frames for those steps?

The ‘GROW’ Model

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REALITY What is the present situation? What and how great is your concern about it? Who other than you is affected by this issue? Who knows about your desire to do something about it? How much control do you personally have over the outcome? Who else has some control over it and how much? What action steps have you taken on this issue so far What stopped you from doing more? What obstacles will you need to overcome on the way? What, if any, internal obstacles or personal resistances do you have

to taking action? What resources do you already have? Skill, time, enthusiasm, budget, support etc? What other resources will you need? Where will you get them from? What is really the issue here? What is the bottom line?

The ‘GROW’ Model

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OPTIONS What are all the different ways in which you could

approach this issue? Make a list of the alternatives, large or small, complete

and partial solutions. What else could you do? What would you do if you had more time, a larger

budget or if you were the boss? What would you do if you could start again with a

clean sheet, with a new team? Would you like to add a suggestion from me? What are the advantages and disadvantages of each

of these in turn? Which would give the best result? Which of these solutions appeals to you most, or feels

best to you? Which would give you the most satisfaction?

The ‘GROW’ Model

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WILL Which option or options do you choose? To what extent does this meet your objectives? What are your criteria and measurements for success? When exactly are you going to start and finish each action step? What could arise to hinder you in taking these steps or meeting

the goal? What personal resistance, if any, do you have to taking these

steps? What will you do to eliminate these external and internal

factors? Who needs to know about your plans? What support do you need and from whom? What will you do to obtain that support and when? What could I do to support you? What commitment (on a 1 – 10 scale) do you have to taking

these agreed actions? What prevents this from being a 10? What could you do to alter or raise your commitment to 10? Is there anything else you want to talk about now, or have we

covered everything?

The ‘GROW’ Model

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Exercise…Round 3…..This time making sure you give feedback and agree actions

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Same groups of 3

Same leadership issues

Again one person takes the role of coach, another the coachee, and the third is observer

The coach coaches the coachee (10 mins) and the observer provides feedback (5 mins)

Rotate twice more

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Action Plan

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Now turn to your Development Account and capture your learning

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Slide 58

Remember…Things aren’t always as they seem