COLLEAGUE ENGAGEMENT for Trinity Health
WELCOME. There is no question that the demands on leaders and managers have never been more sophisticated and complex than they are today. Whether it’s managing the supply chain, using the new suite of workplace analytics, automation, quality control, or employee performance – the talents needed to be a successful manager and leader are increasing. Management needs new and better skills in order to cope with these growing challenges. One of the biggest human resource hurdles facing business today is getting employees engaged and keeping them that way. We offer a science-based, empirically validated approach to improving workplace engagement. Human performance is not simply the result of efficient processes, elegant organizational structure, or pay scales (although these are valuable influencers). Recent research in the field of neuroscience is nothing short of revelatory, providing a better understanding of what human beings need to thrive. We builds proven approaches based on insights from the field of neuroscience and the behavioral sciences. Cheers,
CONTENTS
2
the e3 engagement model
3
the engagement bell curve
4
engagement delivers results
5
impact of disengagement
6
cost of disengagement
7
colleague engagement defined
8
drivers of colleague engagement
10
evolution of work
11
highly effective leadership
12
understanding the brain
16
what drives behavior
18
introduction to positive leadership
20
discretionary effort
21
impact at work & home
22
impact in organizations
24
impact in teams
25
impact as a positive leader
26
profile of a positive leader
30
positive leader’s commitment
32
positive leadership self assessment
E3 SOLUTIONS MODEL TO IMPROVING ENGAGEMENT Understand
Align
Build relationships
Create a felt sense of safety
Measure
2
THE ENGAGEMENT BELL CURVE
n tio c t sfa en ati S m t e n ag tie g a n P dE an
3x more productive than the Actively Disengaged
Actively Disengaged
Somewhat Disengaged
Engaged
Actively Engaged
Notes
3
ENGAGEMENT DELIVERS RESULTS
When comparing highly engaged organizations with similar companies with low levels of engagement, the differences are substantial. Companies with high engagement Companies with low engagement
(Hay Group)
23% More Revenue
43% More Productivity
30% Improved Business Performance
88% of engaged employees
38% of disengaged employees
% of employees who believe they can positively impact the quality of their organization’s products and services (Towers Watson)
Customer loyalty improves up to 56% for highly engaged companies (Gallup)
• Employees in highly engaged workplace cultures are 87% less likely to quit. (Towers Perrin)
• Financial performance is four times better for organizations with fully engaged employees compared with dissatisfied employees. (Watson Wyatt) • Companies with highly engaged employees are 26% more productive, have lower turnover risk, and are more likely to attract top talent. They have also earned 13% greater total returns for shareholders over the past five years. (Watson Wyatt’s 2008/2009 WorkUSA Report) • Fully engaged employees are 2.5 times more likely to exceed performance expectations than their disengaged colleagues. (Hay Group)
4
THE EVOLUTION OF WORK
LEADERSHIP 1.0
LEADERSHIP 3.0
BORING ROUTINE AUTOMATED
CREATIVE SOLUTION FOCUSED INNOVATIVE LOV ACTUALIZED
Notes
Researchers say today’s leadership paradigm is much less about a specialized role for the individual and more like a shared process of influence for every member of the organization. 10
Notes
ACTION ITEMS:
KEY TAKEAWAYS:
9
DRIVERS OF
COLLEAGUE ENGAGEMENT COGNITIVE Focus – What is my/the company’s mission? Capability – Do I have what it takes to succeed? 1. Competency: training, learning 2. Capacity: ability to absorb and integrate learning 3. Tools & Resources: equipment, technology, software 4. Processes: organizational procedures, rules, networks, and structures that encourage success
EMOTIONAL Relationships (with supervisor and trusted colleagues) Well-being Safety/Trust Recognition/Validation Inspiration/Motivation
APPRECIATIVE INQUIRY Holding people accountable without being negative A
APPRECIATE “First, I want to thank you for your efforts on this project...”
B
BE REAL (level-set and hold them accountable) “Having said that, it is disappointing that we didn’t hit our objectives. I think you’ll agree we fell well short of the goal line.”
C
EXPRESS CURIOSITY “I’m curious; if we were going to do this again, what should we do differently?”
8
COLLEAGUE ENGAGEMENT DEFINED
ENGAGEMENT IS A positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption.
THEY LOVE WHAT they are doing, and they look forward to coming to work. They are passionate about what they do, feel that they are an important part of the big picture, and feel that their energy and innovation make their companies not only successful but competitive as well.
ENGAGEMENT IS AN individual’s sense of purpose and focused energy, evident to others in the display of personal initiative, adaptability, effort, and persistence directed toward organizational goals. Engagement is the psychic kick of immersion, striving, absorption, focus, and involvement...felt and sensed by employees...
EMPLOYEE ENGAGEMENT IS a deep and broad connection that employees have with a company that results in a willingness to go above and beyond what’s expected of them to help their company succeed. She feels emotionally connected to the organization and its leaders, and she is willing to put that knowledge and emotion into action to improve performance, her own and the organizations.
Employee Engagement [em-ploi-ee en-geyj-muh nt]
1. An employee’s willingness to freely give discretionary effort to their employer.
-E3 Solutions definition
7
THE COST
OF DISENGAGEMENT
$ Dollar Amount
% Percentage of Revenue
Number of Employees
Reasons
Notes
6
THE IMPACT
OF DISENGAGEMENT
LOOKS LIKE:
RESULTS IN:
5
HIGHLY EFFECTIVE LEADERSHIP
1
Identify common values
2
Create a shared sense of social identity around target values
3
Make meaning and offer purpose
4
Be consistent and predictable
5
Be relational
6
Celebrate success and validate efforts
7
Be congruent with mission, vision and target values
HIGHLY EFFECTIVE LEADERSHIP
HIGHLY ENGAGED EMPLOYEES
HIGHLY LOYAL CUSTOMERS
EXCEPTIONAL RESULTS
11
UNDERSTANDING THE BRAIN
Most of what we do during the day is reactive to unconscious forces we never hear, yet their “voices” represent a chorus of intent and behavioral guidance that cannot be ignored. Nowhere is it more important to integrate this understanding than in the workplace. When considering employee engagement, these forces are the key to understanding the origin of intrinsic motivation and sustained high levels of performance. What follows are a few facts about the brain to help our understanding. The brain occupies about 3% of our body mass but consumes about 20% of our resources. Energy is scarce – there simply aren’t enough resources to fuel everything the brain is capable of doing. This helps us understand why when we force employees to multitask, the quality of their work (and their IQ) typically declines. There is a hierarchy of need hardwired into the brain’s circuits. When the going gets tough, the limbic system, which has control precedence, can hijack energy in order to focus our behavior on critical survival imperatives (so-called flight, fight, or freeze responses). One of the key functions of the limbic system is the processing of our emotions. This part of the brain is known for its hypersensitivity to perceived danger. It constantly scans for danger (real or potential) and directs us to the most appropriate behavioral responses, often with little conscious thought. Since our brains are risk averse, the general goal is to scan for and identify any potential danger, not to be precise or accurate.
12
Emotion [ih-moh-shuh n] noun
1. Our internal GPS, guiding our actions, behaviors and thoughts toward a destination the brain has been seeking every day since birth. The guidance is prolific, typically silent (subconscious), and driven by the hard-wired need for connection, validation, and predictability. Emotion has “control precedence” in your brain. -E3 Solutions definition
Due in large part to this danger/negativity bias (often referred to as “favoring false positives”), neuroscientists say it takes five positives to neutralize one negative. It also means “constructive criticism” may not be as beneficial as we once thought. As neuroscientist Dr. James Coan told our team, “Anything negative is a punch to the brain.” One scientist said he likens the limbic brain to a squirrel – it’s not very smart but it is hyper-attentive to danger. A twig snaps and it scrambles up the closest tree. The key objective is to survive, even if precious energy is wasted doing so. Our ancient ancestors who thought about the danger likely perished. Those who screamed like a baby and ran (or reactively climbed a tree), were the ones most likely to survive.
.
“Anything negative is a punch to the brain.”
There is another story here related to the scarcity of resources in the brain. It turns out different parts of the brain consume energy at different levels. The brain is designed, in part, to avoid using the energy-hogging functions. The most expensive part of the brain is the prefrontal cortex where we do all of our thinking, wondering, worrying, data crunching and daydreaming.
13
So let’s create a currency for the brain – “neurobucks.” This currency label will help us talk about the resources the brain spends coping with work, relationships, food acquisition, and every other challenge it faces throughout your day. As a result of the parsimonious way it releases energy resources, the brain strives to spend as few neurobucks as possible, especially the big bucks required to run the prefrontal cortex. It wants to push as much processing as possible to the less expensive functions that can make snap decisions based on whatever (often limited) information it can assemble in a few nanoseconds. These points where the brain elects to save a wad of neurobucks are invisible to us. The inexpensive brain functions make most of the thousands of decisions we process during the day – silently, in the voiceless background of our minds. It’s like taking a shortcut, only we never sense the shift in direction, let alone the journey itself. The shortcut is taken silently; we just act in response. As inevitable as a raindrop falling from the sky, unaware of the gravity pulling it downward. This, by the way, is why positive brand equity is so important in commerce. Consumers habitually take quality assessment “shortcuts” (save neurobucks) based on a brand they respect (or want to own or display). Lastly, we are only aware of about 2% of our brain’s activity – 98% of what our brain does throughout the day it does on its own volition. That doesn’t mean it just wanders around on a rudderless neurological scavenger hunt. It has a plan. One it has been acting on since birth. It wants you to survive, and it knows from centuries of experience that to be successful you need two key conditions: to be safe, and to be connected with others.
14
Notes
ACTION ITEMS:
KEY TAKEAWAYS:
22
15
WHAT DRIVES OUR BEHAVIOR?
SURVIVAL
SAFE HAVEN
SAFETY
“WHAT’S NEXT?”
16
CONNECTION
“HOW AM I DOING?”
“WHAT’S NEXT?”
“HOW AM I DOING?”
KEY TAKEAWAYS:
17
AN INTRODUCTION TO POSITIVE LEADERSHIP
“Leadership and learning are indispensable to each other.” - J. F. Kennedy
POSITIVE LEADERSHIP n. The strategic reliance on a positive bias to steer cultures toward conditions that support employee well-being, improve business outcomes like productivity and profitability, and align organizations with the science behind maximizing employee engagement.
THE SCIENCE BEHIND POSITIVE LEADERSHIP Positive leadership is a phrase that captures a broad range of actions organizational managers and leaders can take to create conditions that bring out the best in human behavior. These conditions allow employees to thrive, not simply because the environment is positive (versus negative), but because the human brain is attracted the positivity. It is a hardwired condition to seek a positive environment and the brain is better able to thrive closer to its full capacity in the absence of negativity.
18
Negative conditions, such as a hierarchical, unavailable, punitive manager, create a level of toxicity that will prevent employees from achieving anywhere near their full potential. There is no question that negative tactics can motivate human behavior, but this is not sustainable over the long term and will prevent organizations from achieving peak performance. These tactics will be primary drivers of workplace drama, poor performance, and turnover (just to name a few). There is a growing body of research that demonstrates the measurable advantages of managers who are positive leaders. These advantages include improvements in individual behavior, team eďŹƒcacy, and overall organizational performance. There are few approaches from management that deliver the broad range and level of increase in employee engagement than a singular focus on improving the positive conditions in organizations and in teams. Positive leaders will become critically important assets to any company seeking to achieve and maintain a high-performance culture. The deďŹ nition of a great leader has shifted over the last several decades. Leadership initially focused on individual characteristics (roles and traits) - a category we refer to as Leader 1.0. The next evolution, Leader 2.0, placed high-value on a leader’s style and vision. Leaders who were charismatic, motivational, and emphasized an exciting vision of the future fall into this category. The leaders (at all levels in an organization) who will be most successful moving forward will be more positive, relational, and collaborative and see themselves more like the lead facilitator of a positive social ecosystem rather than a hard-nosed taskmaster. Welcome to Leadership 3.0.
POSITIVE LEADERSHIP LEADER
FOLLOWER what they do
how they behave
what they feel
what they experience
what they say
19
DISCRETIONARY EFFORT IN EMPLOYEES
Every employee comes to work every day with discretionary effort – a level of effort that they only volunteer. If you saw someone doing it you might say that person was “exceeding expectations” or “going above and beyond.” It is a level of effort above what they are required to give in order to get by during the day. Almost all employees know what the threshold is for a minimum level of effort so management won’t pull them aside and say, “You seem to be slacking today.” Positive leaders encourage the release of discretionary effort. When employees don’t have to regularly defend themselves or worry about the next negative comment or action from their manager, they have more capacity to do the right thing. Negative, toxic workplace conditions hijack a tremendous amount of mental bandwidth, robbing employees of both their desire and ability to do their best - to thrive. Maintaining accountability is essential to positive leaders, yet they find ways to improve accountability without being negative. Negative feedback often feels like it is unfair and lacks context (“What about all the good things I got done?”) And when employees feel they have been treated unfairly or when recognition around good deeds is rarely heard, discretionary effort slows to a trickle. Finally, discretionary effort is maximized when managers and other leaders appeal to the intrinsic motivators of their employees. Intrinsic motivations, those related to values, aspirations, and self-worth, are typically far more effective than the traditional financial rewards and pay-for-performance schemes. Employees can be motivated by financial rewards, but that is a one-dimensional response to increasing levels of effort, and the research shows the collateral damage can be significant to both business outcomes and cultural integrity.
Notes
20
IMPACT AT WORK & HOME
Positive Leadership has a significant impact on the workplace environment. Employees who work under managers who practice positive leadership work harder, perform better, make higher-quality decisions, and are more creative, flexible, and adaptive. Best of all, employees in a positive environment engage in more helping behaviors and citizenship activities (e.g., helping others, being generally supportive). Employees in psychologically safe and positive work environments enjoy better health with fewer stress-induced illnesses.
“The evidence is clear that the leadership qualities of ‘bad’ bosses over time exert a heavy toll on employees’ health. The evidence is also clear that despite the rationalization some leaders may use to defend their stress-inducing, unsupportive style, such behavior by leaders does not contribute to improved individual performance or organizational productivity.”
Chronic stress in the workplace has a direct impact on home life, as well. When employees carry their stress from work into their personal lives they magnify the toxicity since they inadvertently introduce negativity at home.
“Chronic stress that can result when someone must deal daily with a bad boss has been linked to high blood pressure, sleep problems, and anxiety and is also associated with several unhealthy behaviors such as smoking, excessive use of alcohol and overeating.”
21
IMPACT IN ORGANIZATIONS POSITIVE LEADERSHIP
There are several ways that researchers assess the degree of positivity in an organization. One early metric in this new field of study is to measure the number of positive statements made throughout the day and compare that to the number of negative statements. Researchers literally sit and listen and categorize the conversations they hear in the organization. The results are remarkable. “The single most important factor in predicting organization performance – which was more than twice as powerful as any other factor – is the ratio of positive statements to negative statements.”
Other factors that represent positivity can also be assessed within the organization. Some researchers have categorized a bucket of behaviors they label virtuousness. “Investigations of 16 different industries (manufacturing, retail, financial services, healthcare, education, government, not-for-profit), revealed a significant and positive relationship between the implementation of virtuousness (e. g., forgiveness, compassion, optimism, trustworthiness) and improvements in profitability, productivity, quality, innovation, customer satisfaction and employee retention.”
22
7
Every client we have measured year over year has shown improvement in their employee engagement scores. In fact, beginning in their third year our clients can identify a positive trend line based on their growing employee engagement scores. This positive trend, driven by a pro-engagement commitment of organizational leaders, delivers beneficial impacts to the company.
“Firms that showed the most improvement in virtuous practice scores also achieved the highest levels of profitability, productivity, engagement, and employee and customer retention two years later compared with firms that did not improve or that improved the least.”
There is another way to increase the ratio of positive to negative statements in an organization – reduce the negatives! This is a two-track process, and progress needs to be made on both fronts simultaneously: increase the positive feedback and recognition employees receive while at the same time reducing the negative influencers across the enterprise.
Negativity has a disproportionate impact. The brain is hardwired to look for, anticipate, and avoid threats. Our brain is constantly searching for potential threats and actually has a hardwired tendency to assume things are potential threats even when they are not. Neuroscientists refer to this as “favoring false positives.” In this case “positives” refers to true or real threats. Negative impacts also carry a heavier metabolic load than positive influencers. This means that we will remember the sting from the negative experience far longer then we will remember the felt pleasure from a positive interaction. All the more reason to avoid the negatives whenever possible inside workplace cultures. Researchers now estimate that it takes five positive interactions just to neutralize one negative. Obviously, if we don’t reduce the number of negative interactions inside organizations, even increasing positive influencers will be an uphill struggle to create pervasive and lasting change.
23
IMPACT IN TEAMS POSITIVE LEADERSHIP
The highest performing teams (based on unit profitability, customer satisfaction, and 360-degree evaluations) demonstrated stronger connections among team members and more positive conversations and interactions. “The highest performing teams were characterized by a 5:1 positive communication-to-negative communication ratio, and a measure of connectivity — that is, the amount of engagement, information exchange, and involvement by team members — was almost twice as high as the lowest performing teams.”
EXAMPLES OF VIRTUOUS LEADERSHIP
24
IMPACT AS A LEADER POSITIVE LEADERSHIP
Managers who adopt positive leadership practices help perpetuate positive change in their organization. Forming positive, high-quality connections between team members helps to build resilience and personal commitment, and helps mitigate potential set-backs or misunderstandings. By implementing positive communication practices and a more open relational style, leaders strengthen neurological connections between safety, recognition, validation, and the workplace. When leaders are perceived as more sincere, authentic and positive in their daily behaviors, employees respond.
“Leaders who express more positive emotions engender the same emotions in followers, who then perceive that leader as more charismatic and effective. Leaders’ adoption of positive practices helps motivate positive change and desirable outcomes in their organizations.”
Healthy relationships are essential in creating positive workplace cultures. “Forming high-quality connections produces higher amounts of learning, resilience, cooperation, job satisfaction, involvement, commitment and physical health in individuals. And, it produces increased cooperation, attachment of employees, suppliers, and customers, as well as more adaptability in organizations.”
A study by a Harvard professor puts the issue in striking medical terms. “We define the quality of the connection in terms of whether the connective tissue between individuals is life-giving or life-depleting. Like a healthy blood vessel that connects parts of our body, a high-quality connection between two people allows for the transfer of vital nutrients; it’s flexible, strong, resilient.” “In a low-quality connection, a tie exists (people communicate, they interact, and they may even be involved in interdependent work), but the connective tissue is damaged. With a low-quality connection, there is a little death in every interaction.”
25
THE PROFILE
OF A POSITIVE LEADER A POSITIVE LEADER THINKS: How to motivate About priorities Transformatively With confidence in team About the “why”
A POSITIVE LEADER FEELS: Connected Responsible Compassionate Curious Caring
VIRTUOUS LEADERSHIP BEHAVIORS Respect Empathy Kindness Integrity
26
A POSITIVE LEADER IS: Consistent Relational Strengths-based Open & Curious
WHAT A POSITIVE LEADER SAYS Let’s take a look at the week ahead… How was your weekend? I have great confidence in you. I need some help with this. What do you think?
WHAT A POSITIVE LEADER DOES You are predictable. You extend your hand, you mentor, you smile. You look for strengths before targeting problems. You are available, you lead with curiosity.
16 27
REFERENCES Achor, S. (2010). The Happiness Advantage: The Seven Principles of Positive Psychology that Fuel Success and Performance at Work. New York: Broadway Books. Cameron, K. (2003). Positive Organizational Scholarship Foundations of a New Discipline. San Francisco, CA: Berrett-Koehler. Cameron, K. (2013). Practicing Positive Leadership Tools and Techniques that Create Extraordinary Results. San Francisco, CA: Berrett-Koehler. Cascio, Wayne, and Boudreau, John (2008). Investing in People: Financial Impact of Human Resource Initiatives. Upper Saddle River, New Jersey: FT Press and the Society For Human Resource Management (SHRM), page 127. Colan, Lee J., PhD (2009). Engaging the Hearts and Minds of All Your Employees: How to Ignite Passionate Performance for Better Business Results. McGraw-Hill, page 2. Cooperrider, D., & Whitney, D. (2008). Appreciative Inquiry Handbook for Leaders of Change (2nd ed.). Brunswick, OH: Crown Custom Pub. Dutton, J. (2007). Exploring Positive Relationships at Work: Building a Theoretical and Research Foundation. Mahwah, NJ: Lawrence Erlbaum Associates. Friedman, G. (2009). The Next 100 Years: A Forecast for the 21st Century, Doubleday, p.9 Gebauer, Julie and Lowman, Don (2008) Closing the Engagement Gap: How Great Companies Unlock Employee Potential for Superior Results. Penguin Group, page 8. Macy, William H., et.al. (2009) Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage. Wiley-Blackwell, pages 5-7. Millennials surpass Gen Xers as the largest generation in U.S. labor force. (2015, May 11). Retrieved February 18, 2016, from http://www.pewresearch.org/fact-tank/2015/05/11/millennials-surpassgen-xers-as-the-largest-generation-in-u-s-labor-force/ Quick, J. (2014). Harvard Med School instructor, WP Oct. 21, 201.4
28
7
Notes
ACTION ITEMS:
KEY TAKEAWAYS:
29
I COMMIT TO BEING A POSITIVE LEADER. THEREFORE...
I am predictable. I extend my hand, I mentor, I smile. I look for strengths before targeting problems. I am available and I lead with curiosity. I am encouraging. I am inclusive. I express gratitude. I advocate and follow through. I make common sense common practice.
30
A SAMPLE DAILY ROUTINE OF A HIGH-IMPACT LEADER It takes less than an hour a day to make a powerful impact on your team. Consider implementing at least two of these actions each day over the next month.
8 AM 9 AM Mentally run through your day before meetings begin. Identify one person in each meeting with whom you want to connect at a relational level. Time: 5 minutes 1 PM Take 20 minutes after lunch to physically walk to different members of your team to check in, connect, and see if there is a way you can support them today. Time: 20 minutes
On the commute to work, think about one team member who deserves recognition or could benefit from one-to-one time with you. Time: 5 minutes 11 AM In your team meeting, publicly recognize and appreciate your whole team or one person for something specific that recently made a difference to your department or the company as a whole. Time: 2 minutes 4 PM
5 PM Before you head home for the day, spend 5 minutes reflecting on your efforts and impact as a leader today. What were your wins and your lessons learned? Make these notes in your Leadership Journal. Time: 5 minutes
Send a quick email to the team member you last had a one-toone meeting with, to let them know you appreciate the progress they have made on a project they are working on. Time: 3 minutes
TOTAL TIME: 40 MINUTES
4
POSITIVE LEADERSHIP
Always = 5
Frequently = 4
Sometimes = 3
Seldom = 2
As a leader, to what extent do you:
Never = 1
S E LF-ASSESSME NT
1. Foster information sharing so that people become aware of colleagues’ difficulties and therefore can offer assistance, validation or empathy? 2. Demonstrate forgiveness for mistakes and errors rather than punish perpetrators or hold grudges? 3. Provide support and development as an indicator of forgiveness for individuals who have blundered? 4. Express gratitude to multiple employees each day? 5. Make gratitude visits and the distribution of gratitude notes a daily practice? 6. Ensure employees have an opportunity to provide emotional, intellectual, or physical support to others in addition to receiving support from the organization? 7. Model positive energy yourself, and also recognize and encourage other positive energizers in your organization? 8. Provide more feedback to individuals about their strengths rather than their weaknesses? 9. Spend more time with your strongest performers than with your weakest performers? 10. Communicate a ratio of approximately five positive messages for every negative message to those with whom you interact? 11. Provide opportunities for employees to self-assess with your supportive and honest feedback? 12. Consistently distribute notes or cards to your employees complimenting their performance? 13. Provide accountability feedback in supportive ways, especially using descriptive rather than evaluative statements, so that the relationship is strengthened? CO PY RI GH T © 2 0 1 6, E3 SO LU T I ON S
32
Always = 5
Frequently = 4
Sometimes = 3
Seldom = 2
Never = 1
14. Focus on the detrimental behavior and its consequences, not on the person, when correcting people or providing corrective feedback? 15. Establish, recognize, reward, and maintain accountability for goals that contribute to the organization’s social ecosystem so that the effects on other people are obvious? 16. Emphasize and reinforce the organizational core values with team members to increase the connection between these values and daily behavior. 17. Tie the outcomes of the work to an extended time frame so that long-term benefits are clear? 18. Ensure that contribution goals (what employees give) take precedence over acquisition goals (what employees get) for individuals in the organization? 19. Clarify for your direct reports the specific set of expectations and responsibilities associated with their roles as well as the mission, values, and culture of the organization? 20. Meet at least monthly in 1-on-1 meetings with your direct reports? 21. Consistently and continually emphasize ongoing improvement and the development of strong interpersonal relationships among direct reports? 22. Have a formalized routine in which you can regularly demonstrate positive climates, positive relationships, positive communication, and positive meaning associated with the work?
Totals: Score Guidance 22-44= considerable room for growth and improvement 45-64 = solid foundation, room for growth, keep progressing 65-84 = well above average, role model for others 85-110 = mentor, advanced relational skills
Grand Total: Adapted from Cameron, 2012
33
Notes
KEY TAKEAWAYS:
ACTION ITEMS:
TAKE TEN TO ENGAGE weekly planner Key Driver
Week:
Manager Actions
Done
Influence
CARE Who can I connect with at a personal level? RECOGNIZE What opportunities do I have to provide recognition? ACTIVE LISTENING Take time to provide intentional listening in meetings.
MINDSET
CONSULT What change ideas can I discuss and seek input from the team? CELEBRATE Find one thing or accomplishment this week to celebrate. CONNECT What small thing can I do this week to build work relationships? FEEDBACK Seek one-on-one time with my direct reports to provide situational feedback.
FOCUS
VISION Tell a story this week that connects an employee action or decision to the values of the company. DEVELOP Who can I work with to create a development opportunity this week? RESOURCES Seek feedback from staff on adequacy of CO PY R I G H T © 2 0 1 5-2 0 1 6 , E 3 S O LU T I O N S resources to perform their job well. SELF-REFLECTION: What worked well? Where can I improve?
Copyright © E3, 2016
www.e3solutions.com
CAPABILITY
Where is your organization headed? Companies with high levels of engaged employees are more productive, profitable and have higher levels of customer loyalty.
HOW ENGAGED ARE YOUR EMPLOYEES? GREAT LEADERS
know that strong company cultures result in strong companies. They know that developing a great company requires you to:
Engaged employees embrace the organization’s mission and vision, model the core values and find meaning and purpose in what they do. Do your employees love coming to work? Don’t you wish more of them did?
HIGH-PERFORMANCE CULTURES DELIVER MORE: Productivity
ENVISION
Profitability
the company you want. Understand the core values and the WHY that drives the company.
Engaged Staff
EMPOWER senior leaders, managers and employees with the know-how and tools needed to buy-in to the company values, create strong team dynamics and develop high-performance cultures.
ENGAGE
employees at all levels, using a science-backed approach, to create a more productive, loyal, and profitable workplace.
Loyal Customers
AND LESS: Turnover Sick Leave Drama Negativity Errors/Accidents