FINAL Discover--embedded StMH format 11-24-14

Unleashing The Untapped 30% Engagement The Secret Sauce for Ultimate Organizational Success

Unleashing The Untapped 30%

Engagement The Secret Sauce for Ultimate Organizational SuccessMargie H KensilSenior ConsultantSt. Meyer & Hubbard

# 2014 St. Meyer & Hubbard, Inc.


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Pleased to Meet You!Senior Consultant with St. Meyer & Hubbard, Elgin, IL

Native of Dallas, TX

Currently lives in Concord, NC

Passionate about helping people be their best, Dan Kensil, and South Africa


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Today We Will DiscussThe What and the Why of Engagement

Motivation and Engagement

Drivers for an Engaged Workforce

The Big Five of Engagement

Creating Trust - Your Roles

The So What


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My Hope for You Today:Take away one idea or action that:

You can apply immediately

Will lead to higher engagement and move you, your team members/department/organization forward in the achievement of high performance


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What is Engagement?Engagement = Simplicity + Connection

Simplicity: Level of knowledge and understanding people have with the goals, plan, strategy How much they know

Connection: Level of emotional connection people have with the business How much they care


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What Makes Up Engagement?Engagement is comprised of two parts:

Commitment an affective attachment to, and intention to remain with, an organization, a group, or with a specific person (manager)

Discretionary Effort the willingness to go above and beyond formal job requirements

Adapted from The Hay Group


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The Untapped 30%According to data collected by the Job Resources Inventory (JRI), the average managers team brings 70% of their discretionary effort to the table every day.

What would goal achievement/ productivity/team satisfaction look like if everyone unleashed that missing 30%?


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Remember When?Column AColumn BColumn CConfidentApatheticSatisfiedPerfectly matchedTrusting of othersUnsatisfiedOver-skilledUntrusting of othersNeeds metUnder-skilledDeceivedWantingFearful of failureFully informedBalancedPreparedSame old, same oldEmotionally drained (bad)UnpreparedUnderpaidAppreciatedEquippedVictimUnappreciatedIll-equippedInspiredAdequately paid


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Why Engagement?What kind of words would a third party use to describe an engaged workforce when they see one?

EnergizedSatisfied and happyConnected and committedPersistentAdaptableInvolved and absorbedHighly productiveCollaborative


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Why Engagement?Contrast with an unengaged description:

8-5ers (clock punchers)Lots of people missing (absent)Managers are babysitters (average outcomes for managerial extreme effort)Few smiles (low morale)No passion and energy (low confidence / employees are slow)Lots of turmoil (collaboration? What collaboration?)Employees talk about their supervisors behind their backs a lot (Us vs. Them)Fair output and lucky in spite of themselves (lower productivity and lower yield for effort)


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Four Levels of EngagementEngaged giving full discretionary effort, high emotional and rational connection with high motivation

Enrolled partly engaged, they know what to do and tend to get the work done, but they do not have a high emotional connection and typically wont go the extra mile

Disenfranchised partly disengaged (low emotional connection)

Disengaged completely disconnected rationally, motivationally and emotionally (likely angry)

Source: Towers Watson Global Workforce Engagement Study


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The Results of the Study21% Engaged41% Enrolled30% Disenfranchised 8% Disengaged


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According to Gallup:Over 50% of employees are not engagedAlmost 20% are actively disengagedThe cost of disengagement over $300 billion/year

The State of the American Workplace, 2013


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The LinkageEmployeeBehaviorCustomerBehaviorRevenue Growth & Profitability


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The Proof is in the Pudding!Towers Study Showed:Companies with high engagement had 19% increase in operating income and 28% growth in EPS

Companies with low engagement had 32% drop in operating income and 11% drop in EPS


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Whos Getting it Right?


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Drivers of an Engaged Workforce Satisfaction with coworkersFairness (perceived)Job enrichment and meaningfulnessLinkage between home and workRelationship with supervisor or leadershipRelational EquityOverall positive organizational climate as set by senior management AND immediate manager


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How do engaged employees describe what they feel about their work?Vision: I know what Im supposed to do and I feel good about it Knowledge: I feel like I can use all of my skills and abilities (fully utilized) and my manager and/or company are appreciativeSimplicity: There is a link between what I do and the objectives of the company and I can see itInnovation: I feel like I have the ability to innovate or make things better (people listen to me)Trust: I trust my manager and my company (they do what they say they will do and walk their talk)Collaboration: My co-workers and I are a team (collaboration)


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What Can Vision, Collaboration, and Innovation Do?The Fun Theory: Piano Stairs | KarmaTube


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The Big Five of EngagementSet todays drivers in place autonomy, purpose, masteryFind out what people believe - motivationHave meaningful conversations at all levels - coachRecognize people in meaningful waysCreate an atmosphere of trust


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AutonomyThe desire to direct our own livesControl leads to compliance - autonomy leads to engagementWork together for self-discovery and self-direction

Some skeptics insist that innovation is expensive. In the long run, innovation is cheap. Mediocrity is expensive and autonomy can be the antidote.

Tom KelleyGeneral Manager, IDEO


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MasteryThe desire to become better at something that mattersOnly engagement can produce masteryLook for Goldilocks Experiences

The improvement was the goal. The medal was simply the ultimate reward for achieving that goal.

Sebastian Coe


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The Last Time I Was in FlowDescribe the experience

Isolate 5 key words that describe the feeling


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PurposeThe yearning to do what we do for something that mattersTodays generational workforce is demanding itHelp people see the greater purpose of goals, policies, and words

One cannot lead a life that is truly excellent without feeling that one belongs to something greater and more permanent than oneself.

Mihaly Csikszentmihalyi


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"We spend so much time listening to the things people are saying that we rarely pay attention to the things they dont.

Clint SmithTeacher and Poet


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Getting Beyond Motivation with The Belief SystemTM

Three Principles:

What we believe is more important than what isThe motivation to perform is influenced by what we believePeople have a set of beliefs that determine their motivation to perform


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The Offering is Never EnoughEffortSatisfactionOutcomePerformance

Belief 1

Belief 2

Belief 3Clear Expectations

Can I Perform As Expected?Will Outcomes Be Tied to My Performance?Will Outcomes Be Satisfying To Me?

The Green-Hayes Motivation Model


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Three Beliefs for Motivation, High Performance, Engagement:Can I do it? (accomplish the task, the goal) CONFIDENCE

Will I get it (the outcome)? TRUST

Do I want it? SATISFACTION

Belief 1

Belief 2

Belief 3EffortSatisfactionOutcomePerformance


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What Motivates and Engages You?In 30 seconds or less, describe the 3 most critical things that you must accomplish this year.

When was the last time you learned something really wonderful at work? Describe it.

When was the last time work felt like play?

Who inspires you? Why and in what way?

When you think about 2015 and what we have on our plates, what gets you jazzed up and excited?

# 2014 St. Meyer & Hubbard, Inc. The Big Five of Effective CoachingBe sure I know what good looks likeBuild on my strengthsFind out what puts me in flowHelp me self-discover - ask before you tellLets get on the same page with an action plan always


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Inquiring Minds Want to KnowWhat do you want me to do?

How do you want me to do it?

Why should I?

How will you let me know where I stand?

How will you help me improve?


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Coachee

Before: Identify strengths and improvement opportunities Observe activity or review documents Schedule the coaching session Prepare the environment

During:1. Agree on agenda2. Ask then tell what was done well and why3. Ask then tell what could be done differently next time and why4. Create an action planAfter: Schedule the next coaching session Follow-up

The Coaching ProcessSt. Meyer & Hubbard


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Great Coaching QuestionsWhat is the most important thing on your plate right now?

What progress has been made?

What are you most proud of?

What about your current work makes you feel most alive and passionate about being here?

What do you appreciate about the team?

In what areas do you feel you could develop and build your skills?

What can you do differently to be even more effective?


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Talk about your Big FiveWhat are 5 questions that you could use to enhance your conversations with your manager and/or your team members?


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Why Recognize People?Its the #1 reason people leave their jobs


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What Makes for an Effective Recognition Program?Sincere, honest, frequent feedback that includes recognition of strengths

Multi-faceted leadership at all levels and peer-to-peer

Different methods one size doesnt fit all


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Thanks

# 2014 St. Meyer & Hubbard, Inc. Remember When?Column AColumn BColumn CConfidentApatheticSatisfiedPerfectly matchedTrusting of othersUnsatisfiedOver-skilledUntrusting of othersNeeds metUnder-skilledDeceivedWantingFearful of failureFully informedBalancedPreparedSame old, same oldEmotionally drained (bad)UnpreparedUnderpaidAppreciatedEquippedVictimUnappreciatedIll-equippedInspiredAdequately paid


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Creating Trust - Your Role as a ManagerManage the work and performanceReveal the vision - Be clear about what good looks likeConnect - Have regular conversations with your employeesInspire - Be positive, build confidenceBuild continuous learning - Be the question, not the answer

Manage the relationship with the companySimplicity, commitment - Broadcast the good, filter the badFoster simplicity - Show the connection between the strategy, goals, and tactics - WIIFMCreate the right cultureBe a match maker provide those Goldilocks ExperiencesBe committed to developing others skills and gifts


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What do you pay attention to?

What do your employees hear from you?

What do your employees see?

Who are your employees?


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Creating Trust - Your Role as a Team MemberThere is no I in team

Participate in your development

Ask - and answer - the right questions

Bring your ness each and every day

70% isnt good enough make it 100%, each and every day


Its RELATIONSHIP(s)that make or break the engagement level of any specific employee and any specific organization


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The So WhatWhat does your emotional wake look like?

ABL Always Be Learning

Surround yourself with great people make it about them not you!

Rediscover your ness

Everyone is a leader - Be the change you want to see commit to the journey


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Resources for You


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My Hope for You Today:Take away one idea or action that:

You can apply immediately

Will lead to higher engagement and move you, your team members/department/organization forward in the achievement of high performance


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You must be the Superhero!There isnt anyone elsethere is YOU. There is only time enough to iron your cape and then its back to the skies for you!

Thank you and Good Luck!

Margie [email protected]


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Documents

FINAL Discover--embedded StMH format 11-24-14