slides from: five leadership practices that increase employee engagement

Copyright © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com

Five Leadership Practices that

Increase Employee Engagement

The Leadership Challenge® Webinar Series

[email protected] | 707.933.3882 | www.SonomaLeadership.com March 18, 2014

Copyright © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com

#1 provider of The Leadership Challenge®

workshops and materials;

Partners with the authors and publishers of The Leadership Challenge® for over 20 years.

Global clients and projects in strategic, enterprise‐wide leadership development.

Lauren Parkhill Marketing Manager,Sonoma Leadership [email protected]

Welcome from Sonoma Leadership Systems


Glenn HughesCo‐author of “Photo Jolts!”Senior Director of L&D at KLA‐[email protected]

Presented by:


“Only three things happen naturally in organizations: friction, confusion, and underperformance.

Everything elserequires leadership.”

Peter Drucker

www.SonomaLeadership.com


What do Leaders

Do?

Three decades ago, The Leadership Challenge authors Jim Kouzes and Barry Posner set out to answer that very question through research. More specifically, their research asked: “What do people DO when they’re performing at their leadership best?”



Over 30 years of collecting Data

Over 5000 individual case studies

Over 5 million assessments

Global data from 72 CountriesOver 600 research studies

Learn more: The Leadership Challenge 5th Edition: How to Make Extraordinary Things Happen in Organizationshttp://sonomaleadership.com/tlc

Kouzes & Posner Research


5,000,000

The Leadership Challenge’s 360° assessment, The Leadership Practices Inventory (LPI,) reflectsOver 5 million respondents from all functions and levels, and is rigorously tested and validated.The LPI measures the frequency of leadership behavior.http://sonomaleadership.com/lpi


30 Leadership BehaviorsOrganized into Five Practices



Leadership isn’t a concept. It’s a set of behaviors that are seen by those around you.These 30 behaviors can be grouped into 10 commitments that a leader makes, related to the Five Practices that consistently produce Personal Bests in Leadership.(Visual graphic by John Ward, http://manyminds.com)



MTW

Model the Way

Model the Way

This practice demands that leaders ask and understand “What do I stand for? What do we stand for?”As we can see, “People are watching”... So leaders must be intentional about the messages they send.



ISV

Inspire aShared Vision

This practice demands that leaders co‐create meaning and inspiration about the real work they do.Leaders strive for shared aspirations; they aim to do more and to do better than today.



CTP

Challenge the Process

This practice demands that leaders make the “impossible, possible.” This practice helps determine the “how” of the vision.



EOTA

Enable Others to Act

This practice insists on Collaboration that’s built on trust



Encourage the HeartEncourage the Heart

This is the “sustainability” practiceAcknowledgement and appreciation are the ‘fuel we travel on’.



FIVE PRACTICES THAT INCREASE ENGAGEMENT

Today, we’re going to explore how these Five Practices increase Engagement


CONNECTIONLet’s start with a definition of engagement from The Conference Board’s paper“Employee Engagement in a VUCA World,” 2011



“(Engagement) is a heightened emotional connection that an employee feels for his/her organization, that, in turn, influences him/her to apply additional discretionary effort to his/her work.”

The Conference Board“Employee Engagement in a VUCA World,” 2011 www.SonomaLeadership.com


Engagement is an‘inside job’

We like to say that Engagement is an ‘inside job’, meaning that the fire of engagement must come from within the employee. If you hire unengaged people, you’re going to have a lot of trouble getting them engaged.



LeadershipSupports, and enablesEngagement

Leadership supports and enables the engagement that the employee brings into the organization.Leaders add fuel to the fire to keep it burning.



Or not…



What, as leaders, can you do to sustain and grow the fire of engagement in others?



Ruler image

The Leadership Challenge authors Jim Kouzes and Barry Posner have been conducting research to answer that question…



When running The LPI, along with the 30 Behavioral Questions, both Leaders and Observers are given the opportunity to complete optional demographic information along with10 questions on workplace perceptions.



Positive Workplace Attitudes



So, how much of engagement is accounted for by who the constituents are?

(demographics)

© James M. Kouzes & Barry Z. Posner. All Rights reserved.


Who Constituents Are:

1. Age

2. Gender

3. Country

4. Education

5. Tenure

6. Position

7. Function

8. Industry

9. Size of organization



What percentage of engagement is accounted for by all 9 variables combined?


Poll

1. 0-10%2. 11-20%3. 21-30%

4. 31-40%5. 41-50%


Despite people’s differences, their workplace engagement is a result of how their leaders behave,and not age, gender, education, function, level, organization size tenure, industry or nationality.

Leadership. It’s the single most important factor contributing to engagement trumping 9 demographic factors combined.





0.2

27.7

0.2

27.8

0.2

30.1

2.3

32.4

0.3

29.6

0

5

10

15

20

25

30

35

Demographics Leadership

United StatesEuropeAsia PacificLatin AmericaAustralia


Do the ways that leaders behave explain how their constituents feel about their workplace?

(engagement)

Yes 29.7%In North America, Leadership Behavior, or how leaders behave, accounts for 29.7% of the reported commitment, or engagement, that constituents reported feeling about their workplace.



Explaining an Engaged Workforce

27.7 27.8

30.1

32.4

29.6

25

26

27

28

29

30

31

32

33

Leadership

United StatesEuropeAsia PacificLatin AmericaAustralia





30

36

42

48

54

60

Low PWA Moderate PWA High PWAModel Inspire Challenge Enable Encourage

LPI Scores


Leaders

Constituents

25% more engaged

40% more engaged

Model the Way: Leaders who are clear about their philosophy of leadership (LPI #26) have 25% higher PWA than leaders who aren’t clear. Constituents who rate their leaders as being clear about their philosophy of leadership have 40% higher PWA than those who rate their leaders as not being clear.



What is your philosophy of leadership?

One of the core principles in Jim and Barry’s work is that everyone is a leader. If you’re clear about your philosophy, congratulations! You’re likely to be inspiring greater engagement from those around you.



l

Leadership

Wisdom

A SMART as Hell Activity Deck

SMARTasHell.com

Let’s look at an exercise we run, to help participants develop their philosophy of leadership.



Nothing is easier than saying words. Nothing is harder than living them

day after day.Arthur Gordon



A leader is a dealer in hope.

Napoleon Bonaparte



The greatest danger in times of turbulence is not the turbulence, it is to act

with yesterday’s logic.Peter Drucker



There are two ways of spreading light: to be

the candle or the mirror.Edith Wharton



Never tell people how to do things. Tell them what

to do and they will surprise you with their

ingenuity. General George Patton



1. Nothing is easier than saying words. Nothing is harder than living them day after day.

2. A leader is a dealer in hope.

3. The greatest danger in times of turbulence is not the turbulence, it is to act with yesterday’s logic.

4. There are two ways of spreading light: to be the candle or the mirror.

5. Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.

Poll: Which statement resonates for you?



You now have a philosophy!!



And many resources…http://sonomaleadership.com/webinars/resources/


25%

50%

ConstituentsReported:

LeadersReport:

more engagement

more effective

Inspire a Shared Vision: The Quality of being forward‐looking is what differentiates leaders.Someone who has a vision of the future, and communicating that to other people. In other words, a describing and enlisting others in a shared vision.



25‐30%

40%Leaders seen as

more effective

Constituents reported

stronger feelingsmotivation, prideTeam spirit

Challenge the Process: Constituents who felt challenged and viewed their leaders as seeking challenges....www.SonomaLeadership.com


25‐30%

60%

Constituents reported

more engaged

Leaders seen as

more effective

Enable Others to Act: If you see the best in people and expect the best in people, they deliver.www.SonomaLeadership.com


29% stronger trustworthiness

Encourage the Heart: Leaders who “almost always” find ways to celebrate accomplishments vs. those who do so “almost neveoccasionally” have constituents with...



28% strongerteam spirit



26% more positive


Copyright © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Role Models• Business leader

• Community leader

• Entertainer

• Family members

• Political leader

• Professional athlete

• Teacher or coach

• None/Other/Not sure


• Family members …………… 40%

• Teacher or coach …………… 26%

• Community leader …………… 11%

• Business leader …………… 7%

• Political leader …………… 4%

• Professional athlete …………… 3%

• Entertainer …………… 2%

• None/Other/Not sure ………… 7%

Age: 18-30 Over 30… 46%… 14%… 8%… 23%... 4%… 0%… 0%… 4%

Leader Role Models



“The leaders who have the most influence are the leaders who are

closest to us”



Immediate managers have more influence on…

People’s desire to stay or leave,The trajectory of careers,Ethical behavior,The ability to effectively perform a job, andThe motivation to share values and vision.

…than anyone else.© James M. Kouzes & Barry Z. Posner. All Rights reserved.


“Five Leadership Practices that Increase Employee Engagement”March 18, 2014

Presented by Glenn HughesCo‐author, “Photo Jolts!”[email protected]

Lauren ParkhillMarketing [email protected](707) 933.3882www.SonomaLeadership.com

Bruce WilsonVP, Business [email protected](925) 225‐1013www.SonomaLeadership.com

Hosted by: Sonoma Leadership Systems


Global Training Partner, The Leadership Challenge®

[email protected] | 707.933.3882 | www.SonomaLeadership.com

slides from: five leadership practices that increase employee engagement

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