linda dulye iabc 2012 heritage conference presentation
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7/31/2019 Linda Dulye IABC 2012 Heritage Conference Presentation
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IABC 2012 Heritage Region ConferenceOct. 15, 2012
How Engaged are Your Managers? Hard Metrics andReal Practices to Get Them in the Game Linda Dulye, president/founder, Dulye & Co.
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Dulye & Co. Spectator-Free Workplace ™
Employee Engagement
2-Way Communications
Pulse Check Measurement™
Leadership Development
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Post-Conference Resources at Dulye.com
Case studiesArticlesResearchPodcastsPollsTool kits
Available when you want them at dulye.com
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What Fuels a HIGH IMPACT Workplace?
Engagement
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Engagement = No Spectators
Poor Good Great
An informed and involved workforce that
drives excellence and makes an impact.
Continuous improvement focus! Better today than yesterday, Better tomorrow
than today. Everyone contributes.
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What We’ll Discuss Today
State of Engagement
Game Plan for Engaging ManagersKeeping Managers in the Game
Real practices
Hard metrics
Case study supported
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State of Engagement: Today’s Workplace
“63% of US workersare not fully engaged intheir work.” – 2012 Towers Watson study
Why? What’s causing the disconnect?
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Root Cause
Apartvs.A part
Renter or Owner – of your organization… Which delivers maximum impact?
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Hard Metrics for Managers: Poll Question
Do I make time to be with myemployees?
A. I spend at least 30 mins/day tocheck in with them.B. I spend 30 mins/week to check in
with them. C. I didn’t spend any time this week.
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Dulye & Co. Research: Reality Check
73%
18%
0% 25% 50% 75% 100%
Manager responses
Employee responses
Manager spends at least 30 mins/day with
employees
BigDisconnect
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Connector
in Chief
Starting Now! A New Role for Your Managers
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Biggest Challenge for Every Manager
Ensure employees
are engaged andproductive.“What’s Keeping Leaders Up at Night “ 2012/2011 study: #1 Response
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You Agree: Dulye & Co. 2013 Workplace Trend Poll
Top challenges on your professional radar screen for 2013
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Task Responsibilities
Know the big picture Be informed/stay informed about theorganization’s strategic plan, goals andperformance.
Interpret and translateoperational/
organizationalrequirements
Help team members understand strategy,goals, and performance expectations.
Provide context for change anddecisions.
Facilitate dialogue Through 2-way communicationtechniques, surface and listen to differentviews and voices.
Give direct feedback Respond to and act on feedback. Follow-up and follow through!
Stay the course Be accountable/stay accountable.
Connector in Chief Role: Key Communicator
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Hard Metrics for Managers: Poll Question
Do I get out in my employees’work areas?
A. Yes. I take a daily walk aroundwork areas.
B. I try to do it at least once a
week. C. I’m too busy.
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Connection
Game Plan
Manager as Connector in Chief
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4R Model for Effective Communication & Connections
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4R: Relay
Relay: the channel of choice toconnect with others.
Direct.Purpose-driven.Interactive.
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Direct Connections Deliver Big Dividends
For every
1% gain in an executive’s time spentwith at least
one (company) insider,productivity advances
2.14% .— 2011 Harvard Business School research, What Do CEOs Do?
Over 100% return on investment!
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Discussion: How Do Managers Connect?
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WHAT HOW WHO WHEN WHY
STAFFMEETING
Face-to-face,
Conference
room
Directreports
Weekly Statusprograms,
Share
information
?
Exercise: Manager Relay Plan
Great discussion tool with managers.
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Reassess Relay Selection
Driven by purpose, not routine.
What Do I Want to Achieve?
• Increase team knowledgeabout…
• Get team members to shareinformation about….
• Make a decision about…
Purpose
• Greater understanding
• Better teamwork• Better moraleOutcomes
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Dial Up Direct Presence
Greater presence increases the impact potential.
Face toFace
Voiceto
Voice
Other
lk h lk
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Increase Interactivity: Talk With Vs. Talk At
Cycle
OUTGOING
(cascademessages)
INCOMING(feedback)
bl h l h h
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Establish a Relay Rhythm
Consistency Matters
• Avoid stop / starts• Establish formal
schedules• Have a back-up plan
• Empower others
4 l
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4R: Relate
Relate: make messages clear,focused and meaningful forothers.
WIIFM (What’s In It for Me) Factor.
E i H D Y F l M K l d ?
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Exercise: How Do You Fuel Manager Knowledge?
What can you do to increase your management team’sknowledge? The better informed they are,
the better informed employees can be.
Topic ResourceCompany/Organization
Department
Other Departments/Divisions
Customers
Competitors
Industry
Bl d d A h Eff i M
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WE
Blended Approach to Effective Messages
ME
CONTENT + CONTEXT(Company supplied) (Manager supplied)
4 N il Y M
M M d l P i i i P li P k
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Content: Prioritize information(the KEY message)
+Context: Personalize with 2-3proof points/examples
+Connection: Package bytying goals
Change fromreporting the
factsTO
telling a story
4. Nail Your MessageMessage Model: Prioritize, Personalize, Package
Purposeful and meaningful. No fluff!
E i Gi M i t M
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Exercise: Give Meaning to Messages
Content I had the opportunity toparticipate in the IABC 2012Heritage Region Conferenceearlier this week.
Context
Connection
4R R i
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4R: Receive
Receive: tune in to othersthrough listening and directfeedback.
Be a sponge.
R h Wh t Li t i g Skill M tt M t?
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Research: What Listening Skill Matters Most?
47%
34%
16%
3%
0% 50% 100%
Someone who follows up withquestions
Someone who doesn'tinterrupt
Someone who maintains eyecontact
Other
Questions demonstrate interest.
Dulye & Co./ Fox Poll May 2012
H d M t i f M g P ll Q ti
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Hard Metrics for Managers: Poll Question
Do I ask questions that getemployees to talk with me?
A. Yes. I spend more than half of thetime listening.
B. I ask questions, but people aren’tquite so open.
C. I tend to do most of the talking.
Practice Inquiry: Be a Sponge
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What can you learn from AND about others?
Practice Inquiry: Be a SpongeOpen-Ended Questions Invite unfiltered feedback
beyond “yes” or “no” Open the door to learning
(“What’s one thing we cando to improve…”)
Closed-Ended QuestionsDeliver brief, specific answers
Wrap up a discussion (“Canwe move on ?”) or quicklycalibrate (“ Do you agree ?”)
4R: Respond
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4R: Respond
Respond: cement the
connection by acknowledging andapplying feedback.
Say. Do.Lead with action.
Response Triggers
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Response Triggers
Say = WordsDo = Actions
Both send messages. But not equally.
Actions Speak Louder Than Words
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V ISUAL (DO!) 50%(How you follow-through/actions)
VOCAL (Say) 40% (How you sound/tone)
VERBAL (Say) 10%
(What you say/words)Source: International Association of Business Communicators
3V Impact
Actions Speak Louder Than Words
Progression of judgment .
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Keeping
Managers inthe Game
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Case Study: Remember that Rolls Royce Story
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Case Study: Remember that Rolls Royce Story
Walk the Talk ScoreboardManager Accountability W
e e k 1
W e e k
3 W e e k
5 W e e k
6
Mary Barron
Tom Miller
Marion Spencer
Michael Phillips
Chris Arielini
Chip Copeland
John Bulson
Catherine Potter
Lester Nakasian
Aaron Steiger
Red = Incomplete Yellow = Late complete Green = Complete
Serious consequences for no accountability: Trust and credibility evaporate/ Morale sinks.
Case Study: Measured Interactivity
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Case Study: Measured Interactivity
Outgoing vs. Incoming
300% reduction in talk at! 300 % increase in listening!
Hard Metrics for Managers: Poll Question
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Hard Metrics for Managers: Poll Question
Do I learn from what I hear and
use it on the job?A. Yes. The feedback helps me gain
more insight into our people and our company.B. Occasionally some information is
shared that is helpful to me in thecompany.
C. This is a waste of time.
Case Study: Measured Impact
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Case Study: Measured Impact
Findah-haseveryday
Goal 1
Talk
Walk
Learn
Apply
Goal 2
Goal 3
Case Study: Demonstrate Impact
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Case Study: Demonstrate Impact
Metric Means Results
OperationalExcellence
Error reductionidea exchange(intra team)
Increased costsavings
ProgramExcellence
Member pollCross-teamtiger team
(inter team)
Increasedmembership
Use simple scorecards to show the value of manager and team engagement.
Make Engagement an Operational Staple
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Make Engagement an Operational Staple
Manager discussion at every operational performance review.
Team Engagement
Metrics
Operations
ScorecardInteractivityKnowledge
InnovationTeamworkMorale
Next Steps
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Call to
Action
Next Steps
Summary: Expectations for Connections Growing!!!
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Summary: Expectations for Connections Growing!!!
The average collegestudent contacts his/her parents:
2 times a day / 7 days a week
Changes in communication technology have upped the ante for manager engagement.
Summary: Build Some Momentum
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Summary: Build Some Momentum
Share what you’ve learned
Identify a partner to pilotGet hard dataSet a few goals
Activate a game planTrack and expand
Renters? Owners? Change the investment level of your management team to maximize impact.
Hard Metrics for Pilot: Poll Question
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Hard Metrics for Pilot: Poll Question
Assess after 3 months.
Am I getting better as a leader?Are we getting better as a team?
A. Yes. Silos are coming down. People aresharing more information and working together better as a team.
B. It’s still a struggle, but occasionally there aresome successes.C. Nothing has changed.
Spectator-Free Workplace
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Spectator Free Workplace
The contents of the presentation are consideredproprietary to Dulye & Co.
Any reproduction or disclosure requires the consent of Dulye & Co.For more information, please contact Liz Smithers,
Executive Assistant, at 327-733-1144,[email protected].