As An Engagement Tool - PMI NEW An Engagement Tool . Is There a Link? ... my weaknesses or negative...

As An Engagement Tool

Is There a Link?

COACHING ENGAGEMENT

Positive Feedback Increases Engagement!

ENGAGEMENT

FEEDBACK

Negative Feedback Can Decrease Engagement!

ENGAGEMENT

FEEDBACK

No Feedback (Ignoring) Hurts the Most!

ENGAGEMENT

Here’s Another Connection

“My supervisor focuses on my strengths or

positive characteristics”

“My supervisor focuses on my weaknesses or negative

characteristics”

“My supervisor ignores me no matter what I do”

30% - Engaged 50% - Not Engaged 20% - Actively Disengaged

7

And That Touches Your Customers

EMPLOYEE ENGAGEMENT

- 22%

EMPLOYEE RETENTION

- 26%

CUSTOMER RETENTION

- 10 PTS

8

1. Doing what you love / Working from your strengths

2. Staying aligned with your values

3. Coaching that matters

4. Being part of meaningful work

5. Making progress towards something relevant

6. Believing in linkage between effort and reward

7. Having opportunities to learn and grow

Engagement Drivers

Strengths: We Aren’t Wired to Look for Them

9

A Word about Tiger’s Weakness

GOLF

10

Stop Trying to “Fix” Strengths!

11

We see this…

…and “fix” it!

Let’s Say DANCING Were a Strength…

-5 Elaine Benes

+5 Fred Astaire

How will you dance after

5 years of dance lessons?

0 Average

The “Illiterate” Employee…

13

“Everybody is a genius.

But if you judge a fish by

its ability to climb a tree,

it will live its whole life

believing that it is stupid.”

Do-It-Yourself Strengths Finding…

1. What part of your role do you MOST enjoy?

2. What part of your role do you LEAST enjoy?

3. What TOP SKILLS do you apply at work most of the time?

4. What TOP SKILLS do you have but do not apply at work?

5. What would you do more of at work if you could?

6. What makes you come alive?

14

15

Values: How You Agree to Operate

1. Innovation 2. Quality 3. Community 4. Storytelling 5. Optimism 6. Decency

1. Communication

2. Respect

3. Integrity

4. Excellence

ENRON

1. Warrior Spirit

2. Servant’s Heart

3. Fun-LUVing Attitude

4. Work the Southwest Way

1. Safety 2. Respect 3. Excellence 4. Courage 5. One Team

BP

1. Responsibility

2. Sustainability VOLKSWAGEN

Who You Are

16

Alignment: Out of Synch

17

Think of a time you were asked to act outside of your values. How did you feel?

Ever Been Out of Alignment with your Values?

18

Panera Manager Fired After Knocking Out Ex-Employee Who Attacked Him

A hulking manager for a

Gramercy Park Panera Bread

franchise attacked a subordinate

Wednesday, knocking her to the

ground with two teeth-

chattering haymakers as

onlookers begged him to stop…

Value #1: No Jerks. Our relationships are based on respect & honesty.

Value #2: Platinum Rule. We form a connection through our authenticity & service.

Value #3: No Shortcuts. We get the tough stuff done with optimism & mastery.

Value #4: Profit = Possibilities. Profit sustains the growth of our concept & our people.

Live Connected to Your Very Best Values

v

“I don’t have time”

19

So Why Don’t We Coach More Often?

“I did it already”

“That’s not my job” “I don’t know how”/

or “It’s really hard!”

v

1. Our brains strive to minimize danger / maximize reward

20

Understanding Our Brains

Away from Threat Toward Reward

2. Our brains process threats faster than rewards

---------------------------------------- --------------------------

21

Remember Threats and Fears?

v Pain

Death

The Unknown Failure Job Loss

Ridicule Loneliness Rejection

v

1. Our brains strive to minimize danger / maximize reward

22

Understanding Our Brains

Away from Threat Toward Reward

2. Our brains process threats faster than rewards

3. Our brains hold a Negativity Bias

558 emotion words in English; 62% are negative!

---------------------------------------- --------------------------

v

23

What Threatens or Rewards People?

STATUS

CERTAINTY

AUTONOMY

RELATEDNESS

FAIRNESS

The sharks are any distraction to getting to the island. They can include people with different agendas who row in different directions, or people who use the oars to club each other.

USS SPOONER

The island: where you’re heading, what

you’re trying to achieve.

The person with clarity navigates the ship.

Your Coaching Objective: Get to the Island!

25

Most Coaching Opportunities Involve…

1. On-boarding (Nudging in the right direction)

2. Correction (Stopping undesirable behavior cold)

3. Superstar Conversations (Bringing out the best in others)

v

Group Exercise:

What do new team members need to know, feel, and experience?

26

Welcome to [insert organization name here]!

v

“When you’re in there, you’re gonna get those rebounds!” “When I put you in, you’re going to make your free-throws, too!” “When you’re out there, you’re gonna hustle just like that!” “When you get in, you’re gonna get back on defense like him!”

Use Current Success to Create Future Success

v

WHEN TO USE CORRECTION—

The behavior/performance is chronic

You know the person is capable of doing

what is asked but won’t do it

The consequence of the behavior

continuing seriously compromises patients,

families, coworkers, the organization, etc.

Your boss and HR have been informed and

are on board with your decision

28

Correction: Stopping Behavior Cold

v

Chris has missed several critical deadlines, and it’s hurting your credibility with the executive sponsor and the business leads. It’s time for CORRECTION.

Step 1: State the problem behavior/performance

Step 2: Tell both the general and personal consequence if things don’t improve

Step 3: Outline specifically what you need to see and ask for it to be stated back to you

Step 4: Provide an opportunity for immediate practice and follow up feedback

29

Correction: S.T.O.P.!

30

How Much Coaching (Feedback) Do People Need?

11:1

2.9:1

1:1

FLOURISHING

The Losada Line

LANGUISHING

Positive to Negative Feedback Ratio

31

2014 Boston Consulting Group Report

Appreciation for their work

Good relationships with colleagues

Good work-life balance

Good relationships with superiors

Company’s financial stability

Learning and career development

Job security

Attractive fixed salary Interesting job content

Company values

1.

2.

3.

4.

5.

6.

7. 8. 9.

10.

32

University Study

1. MONEY

2. INTERESTING WORK

3. APPRECIATION

4. JOB SECURITY

5. BEING AN “INSIDER”

6. PROMOTION

7. SYMPATHY FOR PROBLEMS

8. WORKING CONDITIONS

9. LOYALTY FROM COMPANY

10. TACTFUL DISCIPLINE

MGRS EES

1 5

5 6

8 1

2 4

10 2

3 7

9 3

4 9

6 8

7 10

33

The Most Powerful Way to Show Appreciation

Tangible R+: Cash value

Blended R+: Tangible with social interaction

$3000 or

Social R+: Relational value

v

USE SUPERSTAR CONVERSATIONS WHEN—

34

Superstar Coaching

You see a behavior you want to see again

You see improvement in a behavior

You want to encourage a new performer

who is earning autonomy and confidence

You wish to create a high functioning,

engaged team

You practice the Losada Line (2.9:1 – 11:01)

v

You’re working with a new analyst, Sarah, who is stepping up to everything and doing a fantastic job. Specifically, she’s doing a great job with ________. Keep her shining by giving her STAR feedback.

Step 1: State the specific behaviors you saw

Step 2: Tell how much you appreciate it and why it matters

Step 3: Award the accomplishment

Step 4: Reinforce a repeat performance

35

Superstar Coaching: S.T.A.R.

v

Turn Symbolic Gestures into Real Results…

36

If You Are the Light, Others Will Grow Towards You

37

38

www.LeadershipTherapist.com www.Facebook.com/LeadershipTherapist www.SpiritusCommunications.com www.LinkedIn.com/in/scottcarbonara

Don’t Be a Stranger!