Becoming a Strategic Resource

Becoming a Strategic Resource

Mike CookSenior Partner – AMJ Group

Anacortes, WA

Mike CookSenior Partner – AMJ Group

Anacortes, WA

Establishing a New Identity for HR: Initiating the Tough Conversations Establishing a New Identity for HR: Initiating the Tough Conversations

Introduction to AMJ Group

AMJ Group is sole proprietorship, based in

Anacortes, WA., focused on Reducing

Suffering in the Workplace.

This is Me 25 Years Ago ➚

Strategic Partner/Employee Advocate/Change Mentor

• Where are the

barriers to the transition of the HR function in your organization from tactical to strategic resource?

Human Resources: A Possible Future

Old Role:

As seen by the organization

•Systematizing and policing arm of executive management

•The Gate Keeper

New Role:

As envisioned by HR

professionals

•Strategic Partner

•Talent Advocate

•Change Mentor

•Guardian of Engagement

HR Becomes a Strategic Resource: By Asking… “Where is the Vacuum?”

Is your work environment a “safe place” for employees to behave in an engaged manner?

This is a Dynamic Spectrum

EngagementEngagement

Resistant

Resistant

EngagedEngagedCompliant

Compliant

What Exactly is Engagement?

Employees who say, stay and thrive Employees who get their hearts and minds

in the businessEmployees who go the extra mile in loyalty

and ambassadorshipEmployees who think and act as business

people The capture of discretionary effort Intellectual understanding and emotional commitmentAll of the above and then some!

Employee Engagement Defined

A measurable degree of an employee’s positive or negative emotional attachment to…

Site Wikipedia

THE WORK

COLLEAGUESORGANIZATION

Therefore…Engagement Measures an Employee’s Ability to Persevere in Challenging Circumstances

Why Does Engagement Matter?

Organization with high levels of employee engagement report the following results*:

19.2% Higher operating income 17% Higher operating margins

27.8% Higher earnings per share

*source is the Conference Board Research, Towers Perrin and the International Survey Research.

Where Are We Now?♦

44%* of workers say they put in only the effort required to keep from being fired

Only 23%* of workers report working at their full potential

75%* report they could be significantly more effective

♦Towers-Perrin/Gallup research results

What Influences Engagement?

Employer Engagement

Perception of Job Importance Clarity of Expectations Advancement/Development Opportunities Quality of working relationships with peers,

supervisors, and subordinates Regular Feedback and Dialogue with Superiors Perception of Ethics and Values of the

Organization Internal Communication Rewards

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Theory of Outcomes

Results

Actions

Opportunity

Possibility

Relationships

Where Do You Start?

How able are the employee’s in your organization to generate, maintain and sustain their own engagement?

How able are your employee’s to advocate for any of the nine factors when they are missing?

“Conversations” are Your Tools

Each of us conducts our work inside a web of “conversations”

“Conversations” are Your Tools

When there are “signs” that certain conversations are not welcome or safe, discretionary effort and initiative plummet.

“Conversations” are Your Tools

When employees observe their leaders at odds or not communicating openly with each other, the “shut down” is on. Compliance replaces creativity, passion and initiative.

“Conversations” are Your Tools

When “un-discussables mount up your culture becomes toxic.

It Should Not Be This Hard! The weakest part of our educational experience (K thru 12

and Beyond) is the development of interpersonal skills

We are know how to fight or flee but few are good at “stay and play.”

Debate- A Good Fight! Discussion-Opinions without Action, Pain or

Accountability! Dialogue- Win/Win-Mutuality

Is There a Difference? Is There a Difference?

Definition of Dialogue

♦ Free Flow of Meaning

♦ Between Two or More Parties ♦ Conducted in an Environment of Mutual Respect

Goals of Dialogue

Advance an issue towards resolution

Learn about the other party’s perspective

Enhance the working relationship by building trust

Advance an issue towards resolution

Learn about the other party’s perspective

Enhance the working relationship by building trust

Tell the Truth

Start with Vision Think Ahead

Make the

Situation Welcoming

Master My Drama Express My

Perspective Explore Others’

Perspective Move to Action

Start with Vision Think Ahead

Make the

Situation Welcoming

Master My Drama Express My

Perspective Explore Others’

Perspective Move to Action

Eight Steps to Re-Engagement

1. Tell the Truth

Anytime you find yourself stuck, there are conversations that need to happen “Stuck” is the same as “not getting the results you

want”

Backtrack from poor results to determine the specific tough conversation that applies

Work on me first

Focus on what you really want

Don’t Paint Yourself into a Corner

2. Start with Vision

When Might a conversation turn crucial? Physical, emotional and behavioral signs

When safety is at risk… Masking, Avoiding, Withdrawing Controlling, Labeling, Attacking

What about Yourself?

When Might a conversation turn crucial? Physical, emotional and behavioral signs

When safety is at risk… Masking, Avoiding, Withdrawing Controlling, Labeling, Attacking

What about Yourself?

3. Look Ahead Anticipate Sources of Discomfort

When safety is missing, abandon your Agenda…

Acknowledge the discomfort…

Find out What is Going to Work: Apologize – when appropriate “I am sorry if this is

upsetting to you.” Re-establish Objective Declare Commitment to Mutual Benefit – move to

a higher and longer term goal that satisfy both parties “We are in this together.”

4. Make the Situation WelcomingCan you make it safe to talk about almost anything?

Separate facts from stories What did you See or Hear ?

Watch for three trap doors “It is not my fault!” “It’s all your fault!” “There is nothing else that I can do!”

Tell the whole story “Here is my role in the problem?” “I have tried to imagine why I would act this way?” “What can we do to get this working”

5. Master My DramaCan you stay in dialogue when your emotions engage?

♦ Share your facts

♦ Tell your story about the facts♦ Ask what others have to say♦ Allow for other facts to emerge♦ See what others think

6. Express My PerspectiveHow to speak persuasively not abrasively

♦ Express responsibility – ask a question

♦ Check to see if your interpretation is accurate, especially emotions

♦ Let others know what you are hearing♦ Be bold if you are getting nowhere

7. Explore How Others See the Situation Can you listen when others’ blow up or clam up?

♦ Who will do WHAT…

♦ By WHEN…♦ What FOLLOW UP action will be taken…♦ FOLLOW UP!

8. Action PlanningHow to turn Difficult Conversations into action and results

Food for Thought-Homework!!!

Who do you need to be in a higher level partnership with in order to have this transformation take place in your organization?

What Conversations will you advocate for in order to assist you in this transition?

Something to Consider

What might be possible in your organization if you were able to develop ongoing collaborative coaching communities involving your mid-level managers?

Questions

Visit the Heart of Engagement

www.heartofengagement.com

For additional questions contact Mike Cook

mike@heartofengagement.com360-588-4304