Leading in Crisis...Resilience Series | Leading in Crisis Leaning too heavily on team strengths Crisis Team Dynamics Exhaust others with more new ideas Expend energy on activity not

Leading in CrisisJill Berg, President/CEO andCertified Talent Optimization Consultant

Resilience Series | Leading in Crisis

Leading in Crisis Agenda

• Salary Guide – 2019 vs. Q1

• Comparison of 2008/2009 recession vs. COVID recession

• Importance of Aligning your Team with your Strategy

• Employee Engagement


Salary Competitiveness – Professional Positions

Decreases

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Increases

Fargo/Bismarck, ND Averages – Mid Range

2019 Q1 2020 $ %

Administration VP Human Resources $101.10 $98.16 ($2.94) -2.91%

2019 Q1 2020 $ %

Administration Compensation/Benefits Manager $55.53 $58.00 $2.47 4.45%

Banking & Finance Accountant $30.84 $34.29 $3.45 11.16%

Accounting Supervisor (General) $38.78 $40.54 $1.76 4.53%

Auditor Internal $34.88 $36.52 $1.64 4.68%

Banking Loan Officer Commercial $43.65 $45.64 $1.99 4.54%

Financial Analyst $39.95 $42.03 $2.08 5.20%

Computer Systems & IT DevOps Developer $42.39 $44.27 $1.88 4.42%

Engineering Chemical Engineer $48.18 $50.66 $2.48 5.13%

Petroleum Engineer $67.85 $71.37 $3.52 5.18%

Project Engineer $52.10 $54.39 $2.29 4.38%

Quality Assurance Engineer $33.22 $35.60 $2.39 7.17%

Safety Engineer $43.50 $46.78 $3.29 7.54%

Sales & Marketing Digital Content Marketing Analyst $33.64 $35.66 $2.02 6.00%

Market Research Analyst $34.92 $38.07 $3.16 9.03%

Marketing Manager $55.17 $57.94 $2.77 5.02%

Sales Manager Product or Brand $48.92 $51.96 $3.04 6.21%

Sales Representative $25.33 $27.26 $1.93 7.64%

Salary Data provided by ERI

Economic Research Institute


Salary Competitiveness – Industrial and Office/Admin

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Fargo/Bismarck, ND Averages – Mid Range

Increases Decreases

2019 Q1 2020 $ %

Office/Admin Buyer Assistant $20.33 $17.51 ($2.82) -13.85%


Recession Comparison - 2020 vs. 2008/2009

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North Dakota Offices

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Adapt How You LeadLead with Resilience

Resilience Series | Team Building Through Change 7

The risks

Team

Overused Strengths

In a crisis, teams are inclined

to over-rely on strengths

Talent Misalignment

There may be misalignment

due to new crisis priorities or

lost teammates

Operations

Frozen Team

The team may struggle to be

productive and move forward

in the new environment

Productivity

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Resilience Series | Leading in Crisis 8

Work to be

done

Who’s doing the

work

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Two sides of the same coin



Work to be done

Team doing the work

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Work to be done

Team doing the work

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THE PREDICTIVE INDEX | Execute Strategy with Confidence 11

Behavior/strategy alignmentBEHAVIOR MAPPING

STRATEGY MAPPING


Impact of COVID

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Overused StrengthsWhen under threat or in a crisis, leaders react and take action

Leaders tend to lean heavily on what they are good at

This can result in amplifying behaviors and lacking versatility

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“Our team just needed

the extra pressure to

rise to the occasion”

Leaning on strengths can be effective

THREAT

“We missed our sales

goal last quarter”

ANXIETY & STRESS

“We are afraid we might

lose our jobs”

LEAN ON OUR

STRENGTHS

❏ Set stronger goals

❏ Rely on our

competitive style

❏ Work nights and

weekends

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THREAT

“We missed our sales

goal last quarter”

ANXIETY & STRESS

“We are afraid we might

lose our jobs”

“We pushed ourselves

too hard and we are

falling apart”

Creates more Anxiety & Stress

Leaning on strengths can be counter productive

LEAN ON OUR

STRENGTHS

❏ Set stronger goals

❏ Rely on our

competitive style

❏ Work nights and

weekends

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Leaning on team strengths

Normal Team Dynamics

● Rapid exchange of ideas

● Think boldly and outloud

● Solve problems through innovation

● Relish change and risk-taking

● Make decisions fast and decisively

ExploringTeams are visionary, innovative,

and risk-oriented.

EXAMPLE:

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Leaning too heavily on team strengths

Crisis Team Dynamics

● Exhaust others with more new ideas

● Expend energy on activity not productivity

● Create additional complexity through

impulsive decision-making

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and risk-oriented.

EXAMPLE:

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Tips to increase team resilience

Crisis Team Dynamics

● Exhaust others with more new ideas

● Expend energy on activity not productivity

● Create additional complexity through

impulsive decision-making

Tips to Increase Resilience

● Avoid making decisions in the heat of the

moment. Build in time to think.

● Stop trying to do everything at once. Prioritize

fewer things for execution and focus

● Don’t let problem solving be based on the

loudest voice in the room

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and risk-oriented.

EXAMPLE:


Employee Engagement Surveys

• Only 21% of Employees are actively engaged.

• 4 Forces of Disengagement

• Mismatch between employee and role

• Mismatch between employee and their manager

• Mismatch between employee and their team

• Mismatch between employee and the company culture

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THE PREDICTIVE INDEX

Only 21% of employees are actively engaged.

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THE PREDICTIVE INDEX

Organization Heat Map

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THE PREDICTIVE INDEX 22

Contact Information

Jill Berg

[email protected]

701-412-2900

mailto:[email protected]

Documents

Leading in Crisis...Resilience Series | Leading in Crisis Leaning too heavily on team strengths Crisis Team Dynamics Exhaust others with more new ideas Expend energy on activity not