Uncovering Leadership Blind SpotsAnd Discovering the Pathway to Motivating Your Employees

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Study Results: Cross-Cultural Leadership

– Identify key leadership characteristics that motivate and inspire people here in the U.S. and around the world

Explore our potential blind spots as leaders

– Consider perceptions of our own leadership and ways we can be more effective

Agenda

2

3

Source: Deloitte 2015 HC Trends

86% 6%cite leadership as their organization’s most important challenge

believe their leadership pipeline is “very strong”

The Leadership Challenge

How does LEADERSHIP

impact ENGAGEMENT?

Satisfaction with Leaders Drives Engagement

Fully Engaged Disengaged

66%

60%

13%

5%

6

Of employees who are VERY satisfied with their immediate

supervisor…

Of employees who are VERY satisfied with senior leaders…

How Important is Effective Leadership?

of employees don’t quit their jobs; they quit their managers.

75%

7

Comparing Effective vs. Ineffective Leaders

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Brought out the best in you.

• What characteristics made them “effective”/“good”?

• How did they motivate or inspire you?

Effective Leader

Didn’t bring out your best.

• What characteristics made them “ineffective”/ “bad”?

• Why didn’t they motivate you?

Ineffective Leader

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Comparing Effective vs. Ineffective Leaders

Want to increase employee motivation

and business results?

Provide employees with more effective

leaders.

The Research

1. Uncover critical leadership behaviors

2. Compare the effects of leadership characteristics on motivation across cultures

3. Reveal gaps between the importance of behaviors and performance of leaders

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Objectives

Select among pairs of leadership characteristics most likely to inspire you (tradeoff analysis).

Identify leadership behaviors that impact your motivation most and indicate how often your own supervisor exhibits those behaviors (gap analysis).

Tell us about your level of satisfaction with your job and the likelihood you’ll stay.

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Survey Questions

1 2 3

The Findings

Worldwide 76% 24%

U.S. 74% 26%

Gives me praise and honest appreciation

for the work I do

Focuses on getting the job

done

over one who

The Motivational Tradeoff: Behavior Preferences

Worldwide 63% 37%

U.S. 68% 32%

Admits their own shortfalls before criticizing others

Demonstrates a high level of self-assurance

and self-reliance

over one who

The Motivational Tradeoff: Behavior Preferences

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U.S.• Truly listens 88%• Respects opinion 87%• Sincere appreciation 87%

World• Respects opinions 86%• Sincere appreciation 85%• Truly listens 84%

Motivating employees to give their best efforts

Important Leadership Behaviors:

28% 36% 35% 32% 41%24%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%All Regions

Somewhat or VeryImportant to InspiringEmployee's Best Work

Supervisor ExhibitsBehavior Most of the Timeor Always

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The Gap Analysis: Importance vs. Performance

When leaders exhibit the most important

behaviors:

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SatisfactionLikelihood to stay in job for two years or more

27%65%

Effective Leaders Drive Satisfaction and Retention

External Reliability Internal Reliability

True to YOURSELF Honest with OTHERS

Externally reliable – dependable, say what they mean and mean what they say – people can count on them. They are unwavering – people don’t worry that they are going to be

dishonest with themselves or others.

Internally reliable – consistent, in words and actions. They know who they are and who they are not. They are true to themselves. They don’t behave in a way that is contrary to

their core principles and beliefs.

Honesty and Integrity in Action

When a leader is honest and trustworthy with others, employees are

10xmore likely to be

satisfied in their job

When a leader is rarely or never honest with themselves

54%of employees are looking for a

new job within a year

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Sincere appreciation and praise are

essential

Employees demand leaders who can admit when they’re wrong

Honesty and integrity in action drive

engagement

Effective leaders truly listen to and value their employees’ opinions

4 Key Findings

What Leaders Do That Most Inspires and Motivates

Hidden/Facade

Open/Arena

Unknown to you,but known to others

Unknown

Unknown to self Known to self

Known to others

Unknown to others

Blind Spot

Known to both you and others

Known to you, but not to others

Unknown to both you and others

The Johari Window: Looking for Blind Spots

The Johari Window: Expanding the Arena

Feedback

Disclo

sure

Expanding the Arena-What leaders can do

• Assume that we are not objective when assessing our own capabilities/behaviors.

• Prepare yourself for feedback. Set your ego aside.

• Appreciate the intent.• Disrupt routines.• Just do it!

Group Exercise

For EACH of the behaviors, discuss with your group examples of how you’ve seen leaders effectively practice these behaviors or what they could do more of to be seen as exhibiting these behaviors.

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Hidden

Open

Unknown

Unknown to self Known to self

Known to others

Unknown to others

Blind Spot

Sincere appreciation and praise are

essential

Employees demand leaders who can admit when they’re wrong

Honesty and integrity in action drive engagement

Effective leaders truly listen to and value their employees’ opinions

4 Key Findings

“Knowledge isn’t power

until it is applied.” ― Dale Carnegie

Thank You!