Staff Engagement

Leading 4 Life 2012

Empower others to improve the world

Factors for Driving Engagement

• Clear expectations for performance.• Adequate materials and equipment.• Ability to succeed in assigned roles.• A supervisor who cares about his/her team.• Co-workers who care about quality work.• Opportunities to learn and grow.

An Engaged Worker

• Intrinsically motivated • Committed to the ends of the

organization

Igniting Engagement

• Difference between mere compliance and true cooperation

Provide effective and timely feedback on a consistent basis

• Performance assessments should be something that is an ongoing discussion not just once per year

Be aware of what items are the big sticking point for your staff • Get input from all levels and

departments• Promote that you heard concerns and

you are working towards improvement

Build an environment that…

• Encourages ideas • Inspires others• Balance between accountability and

building an ownership mentality

Be direct and clear when speaking

• Speak less about obligation and more about promises

• Do not beat around the bush, be direct in your expectations

Great leaders make it personal

• Know your employees• Find out what motivates each individual

to do a good job, then capitalize on it• Thank each employee for what they do

Seek out ideas from staff

• Engage staff in conversation when working

• Ask for input from their staff to identify areas of improvement

• You need to engage staff before they will become engaged

The most successful leaders…

• Hire smart and driven employees • Are proud of employees’ success• Support employees to grow and

develop

Key to be a successful leader…

• Walking management • Being visible • Getting out of your office to engage staff

Muir’s Coercion Model

Five Elements:•Victim•Victimizer•Hostage•Ransom•Threat

Sources: Karl Klockars (1985) Wm, Ker Muir (1977)

“The Extortionate Transaction”

Applying the Coercion Model

• Victim• Victimizer• Hostage• Ransom• Threat

Sources: Karl Klockars (1985) Wm, Ker Muir (1977)

“Get in the car now, or I will take your ball away.”

Autonomy

Purpose

Mastery

Dan Pink on “Heuristic” Motivation

Source: Dan Pink, Source: Dan Pink, DriveDrive

Measuring Engagement

• Retention• Safety• Customer Service• Productivity• Profitability

Source: Gallup Q12 Summary

• Clear expectations for performance

• Adequate materials and equipment

• Ability to succeedin assigned roles

• A supervisor who cares about subordinates• Co-workers committed to quality work• Opportunities to learn and grow

Source: Gallup Q12 Summary

Employee Engagement Drivers