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1 1www.conexpoconagg.com
“The Accidental Boss”
Brian Gareau
2 2www.conexpoconagg.com
Quick Background
• Grew up in Adirondack Mountains
• Interned at U.S. Chamber
• 31 year career at Fortune 50 company
– Mfg.; P.A.; C.S.; Logistics; Supply Chain; OE/OD
• Author, Consultant, Speaker, Coach
• Currently run a small consulting group
• Sr. Fellow – Human Capital Conference Board
• And saved the BEST for last …
3 3www.conexpoconagg.com
My Challenge To You
• One specific action item for:
– Self
– One other person
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Let’s Get Started1. What color is at the bottom of a traffic light?
2. Divide 70 by 1/2 and add 10. What is your answer?
3. If you enter a dark cave with only a match, a torch, a gas lantern, and a
some dry kindling wood, which would you light first?
4. April has 30 days in it. Which months have 28 days?
5. How many of each animal did Moses take on the Ark?
6. Which side are the button holes on a women’s blouse?
7. What animal is the Canary Island’s named after?
8. If you had 3 pills and the doctor told you to take one ever half hour, how long
would it take you to take all the pills?
9. You have a wind up alarm clock and set it for 10 in the morning. It’s
currently 8:30 pm and you “crash”. How many hours of sleep do you get?
10. You build a house with all sides having a Southern exposure. A bear walks
by your window. What color is the bear?
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“People need to be reminded more
often than they need to be instructed”
Samuel Johnson
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Accidental vs. Deliberate?
Create Vision, Execute excellence, develop Legacy
Immediate workgroup climate is a key determinant of performance
Active modeling, coaching, teaching desired values and behaviors
Leadership The privilege to represent, serve, develop, celebrate, &
prepare others
“Leaders aren’t born, they are made.
And they are made just like anything else, through hard work.”
Vince Lombardi
“If your actions inspire others to dream more,
learn more, do more, and become more – you are a leader.”
John Quincy Adams
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The Ability To Do A Job Properly
What’s Required?
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“ Disengaged workforce is costing the US $350 billion annually. This equates to
11% of an organization’s payroll being paid out for unproductive time
from disengaged employees.” (Gallup)
“The front-line manager is the key to attracting and retaining talented employees.”
(Buckingham & Coffman)
“An organization that makes work as fulfilling as possible will develop and retain
the most productive workers and enjoy the most loyal customers.”
“The ROI of Human Capital”
“ … as much as 35% of the variability in discretionary performance is a result of
managerial styles and behaviors (Hay Group)
Leadership’s Impact On Workforce
“The returns from managing people in ways that build high commitment,
involvement, and learning & organizational competence are typically on the order
of 30-50% “ “The Human Equation”
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Current State – The Boss
• Only 38% feel their boss has a sincere interest in their well-being
• Only 47% feel their boss is trustworthy
• 61% question how well their boss deals with poor performance
• Only 42% feel their boss inspires and engages them
• Only 41% feel their boss is committed to developing talents
(Towers Watson’s Global Workforce Study)
Low Confidence – particularly in their people skills
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How Leaders Embed Culture
Primary Embedding Mechanisms
What leaders:
1. Pay attention to, measure, and control regularly
2. Do during critical incidents and crises
3. Allocate scarce resources to
4. Model, teach, and coach
5. Recognize, reward, and give status to
6. Recruit, select, promote, and remove members for
Edgar Schein – MIT
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One Key Reminder on
Leadership?
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Employee Engagement
Satisfied Employees Engaged Employees
Are Present Are Committed
Don’t Leave Plan to Stay & Advance
Go Through The Motions Contribute in an Active, Positive Way
Commitment – Effort – Loyalty
Common Drivers – Rational & Emotional (Triple “I”)
It’s an 18 inch journey and a “Contact Sport”
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What Does Engagement Look Like?
- Offer each other help without being asked
- Ask questions to be sure assignments and deliverables are understood
- Follow your lead and become positive role
- Participate versus merely attend meetings
- Recommend others join the organization
- Provide respectful, candid feedback
- Treat the organizations resources (time, money, people) prudently
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Do your employees:
- Do the RIGHT THING? (aligned to goals and values)
- Do it at the RIGHT TIME? (timeliness)
- Do the RIGHT WAY? (follow processes, procedures, policies)
- Do it for the RIGHT REASON? (compliance or commitment)
Gain consensus with
peers only because your
boss is in the room
YES( - )
YES YES NO
YES YES YES YES +Take extra time to
listen to customer,
explore options and
resolve issue
NOAttend mandatory
meeting, but arrive late
and do other work during
meeting
YES NO NO ( - )
Sustainable Engagement = 4 Rights!
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Is Highly Engaged Talent Considered –
NICE to have or a MUST have?
• Consider the following:
– US projected talent shortage
– Overall Job Satisfaction
– Find Job Interesting
– Feel Secure
– Like their Co-workers
– Satisfied with Boss
– See No Advancement
– Elsewhere to Advance
• Research says:
17M+
DOWN 26%+
DOWN 27%+
DOWN 27%
DOWN 27%+
DOWN 15%
48%
42%
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Engaged vs. Disengaged Employees
(External Research)
• 20-28% higher performance
• Generate 40%+ more revenue
• 1.7X more likely to believe they can impact quality
• 3X more likely to understand of how to meet customer needs.
• 2.5X more likely to believe they can impact costs
• Average nearly 60% fewer sick days/yr.
• 87% more likely to stay
(Sources: Conference Board, Hay Group, Towers Watson, Right Mgt. & CLC)
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One Key Reminder on
Employee Engagement?
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Effective Bosses Must Wear
Multiple Hats To Manage & Lead
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RAS and “Blind Spots”
Turtles
Relationships
Activity vs. Results
Remember The Importance of ….
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Conducting employee opinion surveys BUT …
Re-engineering performance management rating scales, descriptors,
competencies, etc. BUT …
Sending everyone to training and development classes BUT …
Automating job opening/posting processes to increase visibility BUT
Initiating employee recognition programs BUT …
Creating more ‘high tech’ communication BUT …
False Security – Activity vs. Results
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One Key Reminder on
the Importance These Fundamentals:
Wearing Multiple Hats
Blind Spots
Turtles
Relationships
No Buts
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Tactical Things ‘Accidental Bosses’ Often Forget
INFORM
3 Steps - 7X - 58/35/7
Consistency or Favoritism?
2nd “I” and 51%
“S.I. Syndrome”
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Aoccdrnig to rscheearch at Cmabrigde Uinervtisy, it deosn’t mttaer in
what oredr the ltteers in a wrod are, the olny iprrmoetnt tihng is that
the frist and lsat ltteer be at the rghit pclae. The rset can be a ttoal
mses and you can sitil raed it wouthit porbelms. This is bcuseae the
huamn mnid deos not raed evey lteter by istief, but the wrod as a
wlohe.
Let’s read the
following aloud.
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Tactical Things ‘Accidental Bosses’ Often Forget
TEACH
20-70-10
HR or PR?3 LEGS
ASLTW and Big “T”
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Tactical Things ‘Accidental Bosses’ Often Forget
REINFORCE
Perceived Criteria
What/How
No FB
Performance
Feedback
Desperately
Needed
Fairness
By
Comparison
Match Strokes w/
Folks
Connect the dots
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One Final Set Of Reminders
C
C
T
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One Key Reminder on
Tactical Things Accidental Bosses
Often Forget?
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Remember
People don’t care how much you know, until they know
how much you care!
We judge ourselves by our intentions, everyone else
judges us by our actions!
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My Challenge To You
• One specific action item for:
– Self
– One other person
30 30www.conexpoconagg.com
THANK YOU
brian@ briangareauinc.com
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