“The Accidental Boss”€¦ · 9 Current State –The Boss • Only 38% feel their boss has a sincere interest in their well-being • Only 47% feel their boss is trustworthy •

1 1www.conexpoconagg.com

“The Accidental Boss”

Brian Gareau


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 …


My Challenge To You

• One specific action item for:

– Self

– One other person


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?


“People need to be reminded more

often than they need to be instructed”

Samuel Johnson


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


The Ability To Do A Job Properly

What’s Required?


“ 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”


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


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


One Key Reminder on

Leadership?


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”


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


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!


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%


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)


One Key Reminder on

Employee Engagement?


Effective Bosses Must Wear

Multiple Hats To Manage & Lead


RAS and “Blind Spots”

Turtles

Relationships

Activity vs. Results

Remember The Importance of ….


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


One Key Reminder on

the Importance These Fundamentals:

Wearing Multiple Hats

Blind Spots

Turtles

Relationships

No Buts


Tactical Things ‘Accidental Bosses’ Often Forget

INFORM

3 Steps - 7X - 58/35/7

Consistency or Favoritism?

2nd “I” and 51%

“S.I. Syndrome”


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.



TEACH

20-70-10

HR or PR?3 LEGS

ASLTW and Big “T”



REINFORCE

Perceived Criteria

What/How

No FB

Performance

Feedback

Desperately

Needed

Fairness

By

Comparison

Match Strokes w/

Folks

Connect the dots


One Final Set Of Reminders

C

C

T


One Key Reminder on

Tactical Things Accidental Bosses

Often Forget?


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!


My Challenge To You

• One specific action item for:

– Self

– One other person


THANK YOU

brian@ briangareauinc.com

Documents

“The Accidental Boss”€¦ · 9 Current State –The Boss • Only 38% feel their boss has a sincere interest in their well-being • Only 47% feel their boss is trustworthy •