Transcript WELCOME [www.chairacademy.com]

WELCOME
Leader as Manager
WHO REALLY GETS WORK DONE?
A prominent CEO was asked—
“How many people work in your company?”
Answer? About half of them.
SESSION OVERVIEW
Overview
Managing and Leading
Management Myths
The Engaged Workforce
Employee Engagement
An Engagement Strategy
“Keeping the Good Ones”
Case Discussion
Summary and Reflection
MANAGING AND LEADING
 Form into four groups.
 Designate a recorder for
each chart.
 In 5 minutes, capture as
many responses as possible
related to the topic.
 Rotate clockwise as
directed.
 Review and add to the
responses on the next chart.
 Rotate until complete.
 Recorder provide a ONE
minute summary of key
results.
CHART WALK and TALK
Leader
Manager
Characteristics of
a leader:
Characteristics of
a manager:




As a leader, my
roles are:
As a manager, my
roles are:




LEADER OR MANAGER
Leadership Characteristics
Management Characteristics
 Strategic- and people-oriented focus
 Tactical and organizational focus
 Set organizational direction and goals
 Plan and coordinate activities
 Motivation and inspiration of people
 Administer and maintain systems
 Establish principles
 Formulate policies
 Build a team and develop talent
 Allocate/support of human resources
 Develop new opportunities
 Solve logistical problems
 Promoting innovation and invention
 Ensure compliance to standards and
procedures
 Empower and mentor people
 Instruct and direct people
 Risk engagement, instigate change
 Manage and contain risk
 Long-term, high-level perspective

Short-term, detailed perspective
MANAGEMENT MYTHS—PETER DRUCKER
Prevailing Myths
Emerging Reality
Management is Business The first practical application of management theory linked to nonprofits and
government. First use of the term “management principles” connected to the
Management.
reorganization of the US Army in 1901. Reality: “Management” links to every
enterprise, large and small.
There is — or there must
be — one right
organization.
The search to optimize organizational structure to facilitate the optimization of
leading and managing said organizations represents fool’s gold. Reality:
There is no “one” structural design that can be applied across all industries or
even throughout any given industry.
There is one “right” way
to manage people.
McGregor’s book (The Human Side of Enterprise, 1960) started a trend of
authors purporting one notion or the other that sought to simplify the formula
for managing. Reality: Different groups need to be managed differently and
singular groups need to be managed differently at different times circumstance matters.
The inside of the
organization is
management’s domain.
Literature and theorists tend to limit management to broadly valued categories
like planning, organizing, and staffing - as if these functions were exclusive to
the inside of any organization. Reality: Management is connected to
achieving results linked to strategy and vision. Management needs to focus
attention “outside” the organization and well beyond the boundaries of here
and now.
THE ONE THING
Great managers excel
turning one person’s
talent into performance.
____________
Great leaders rally
people to a better future
and may have a vivid
image of what that future
should be.
KEY DIFFERENCE BETWEEN CHECKERS AND CHESS
“The key difference between checkers and chess is that in checkers the
pieces all move in the same way, whereas in chess all the pieces move
differently. Thus, if you want to excel at the game of chess you have to
learn how each piece moves then incorporate these unique moves into
your overall plan of attack.”
Marcus Buckingham
THE ENGAGED WORKPLACE
THE ENGAGED WORKPLACE
12, THE ELEMENTS OF GREAT MANAGING
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to
do my work right?
3. Do I have the opportunity to do what I do best
every day?
4. In the last 7 days, have I received recognition or
praise for doing good work?
5. Does my supervisor, or someone at work, seem to
care about me as a person?
6. Is there someone at work who encourages my
development?
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make
me feel my job is important?
9. Are my coworkers committed to doing quality
work?
10. Do I have a best friend at work?
11. In the last 6 months, has someone at work talked
to me about my progress?
12. This last year, have I had opportunities at work to
learn and grow?
TAKE Q12 AND ASSESS RESULTS
Gallup’s Q12
1.
Do I know what is expected of me at work?
2.
Do I have the materials and equipment I need to do my work right?
3.
Do I have the opportunity to do what I do best every day?
4.
In the last 7 days, have I received recognition or praise for doing good work?
5.
Does my supervisor, or someone at work, seem to care about me as a person?
6.
Is there someone at work who encourages my development?
7.
At work, do my opinions seem to count?
8.
Does the mission/purpose of my company make me feel my job is important?
9.
Are my coworkers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last 6 months, has someone at work talked to me about my progress?
12. This last year, have I had opportunities at work to learn and grow?
YES
NO
Y
N
Q12 HIERARCHY
ASSESSING RESULTS
 Discuss the results as a team to
understand the issues.
 Identify concrete actions the
team can take to address
the priority issues.
 Identify issues that need to be
rolled up to the next level in the organization
for action.
 Follow-up on the planned actions to ensure
that they are implemented.
REVIEW AND DISCUSS YOUR Q12 RESULTS
 What is your overall reaction to the survey itself?
 Do your responses vary much from those who may work
for you?
 What actionable information does this survey reveal to you?
THE IMPACT OF AN ENGAGED WORKFORCE
 50% higher levels of
employee retention.
 Levels of customer loyalty
56% higher than average.
 Reported 38% above the
average productivity
ratings.
 Returned 27% higher
profitability than
organizations where
employees were not
highly engaged.
ENGAGEMENT CATEGORIES
 Engaged employees work with
passion and feel a profound
connection to their company. They
drive innovation and move the
organization forward.
 Not Engaged employees are
essentially “checked out.” They are
sleepwalking through their workday,
putting time — but not energy or
passion — into their work.
 Actively Disengaged employees are
not just unhappy at work; they are
busy acting out their unhappiness.
Every day, these workers undermine
what their engaged coworkers
accomplish.
ENGAGEMENT TRENDS
Managers, executives, and officials
Professional workers: physicians
Professional workers: nurses
Professional workers: teachers
Professional workers: other categories
except physicians, nurses, and teachers
Clerical or office workers
Construction or mining workers
Government worker
Sales workers
Installation or repair workers
Service workers
Transportation workers
Manufacturing or production workers
E
36%
34%
33%
31%
NE
51%
57%
52%
56%
AE
13%
9%
15%
13%
30%
30%
30%
29%
29%
29%
29%
25%
24%
55%
51%
52%
53%
51%
51%
50%
47%
50%
15%
19%
18%
18%
20%
20%
22%
28%
26%
E=Engaged, NE=Not Engaged, AE= Actively Disengaged
Gallup Meta Analysis Summary Report, 2012
GLOBAL DRIVERS — RIGHT MANAGEMENT
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
I am committed to my organization’s core values
Our customers think highly of our products and services
My opinions count
I have a clear understanding of what is expected of me at work
I understand how I can contribute to meeting the needs of our customers
I have been fairly rewarded
Senior leaders value employees
Everyone is treated with respect at work, regardless of who they are
I can concentrate on my job when I am at my work area
My personal work objectives are linked to my work area’s business plan
I clearly understand my organization’s mission
Senior leaders have the capability to make my organization successful
I am encouraged to take ownership of my work
My organization is involved in supporting the community
There are career opportunities for me at my organization
You can balance work and personal interests at my organization and still progress
My organization allows me to maintain a reasonable balance between my family and work life
The amount of pressure I experience in my role is reasonable
There is sufficient incentive to perform well at my organization
My pay is competitive compared to similar jobs in my organization
My immediate manager gives me the support I need to do my job well
People in my organization have the capability to do their jobs effectively
My organization is effective at attracting and retaining talent
I have the authority that I need to do my job well
My organization actively promotes health and well-being
My organization invests in its people’s learning and development
Global drivers of employee engagement according to Right Management, a manpower company
GLOBAL ENGAGEMENT RESULTS
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Australia
Brazil
China
Germany
India
Japan
UK
USA
36%
38%
29%
30%
45%
11%
34%
44%
BOTTOM LINE
 Employee engagement matters!
 Leaders AND managers are
closely linked to creating and
sustaining the level of employee
engagement in an organization.
 Employee Engagement is a
measurable phenomenon.
 There are many factors that relate
to employee engagement.
 While no single factor may make
or break an organization, or even
a team, the degree to which
leaders and managers need to be
mindful and work to meet the
needs related to them.
POSSIBLE ACTIONS CONNECTED TO Q12
Gallup’s Q12
Actions
1.
Do I know what is expected of me at work?
Ask questions, communicate, feedback.
2.
Do I have the materials and equipment I need to do my
work right?
Verify, visit, ask in connection with major assignments.
3.
Do I have the opportunity to do what I do best every day?
Strengths-based conversations — What do you like best/least
about your work?
4.
In the last 7 days, have I received recognition or praise for
doing good work?
Develop a sense for the kind of recognition most appreciated.
One style does not fit all.
5.
Does my supervisor, or someone at work, seem to care
about me as a person?
Get to know your colleagues, what makes them tick.
6.
Is there someone at work who encourages my
development?
Pay attention to development wants and needs.
7.
At work, do my opinions seem to count?
Listen, value, and acknowledge input.
8.
Does the mission/purpose of my company make me feel
my job is important?
Communicate value and purpose frequently.
9.
Are my coworkers committed to doing quality work?
Stand back, climb up on the balcony, get a sense for who is
doing what and why it matters.
10.
Do I have a best friend at work?
Know your team, what they like, who they value.
11. In the last 6 months, has someone at work talked to me
about my progress?
Planned and unplanned positive encounters.
12. This last year, have I had opportunities at work to learn
and grow?
Have a professional development plan in place.
WHAT WE WANT FROM A MANAGER!
 Accountability: uphold
obligations
 Alignment: pull in the
same direction
 Approachability: info
flows freely
 Attitude: positive, real
 Candor: tell it like it is
 Connection: leader
cares
 Meritocracy:
performance counts
 Purpose: we KNOW why
work matters
KEEPING THE GOOD ONES
Key Points:
 Offer YOURSELF as a person.
 Offer your TIME with regular Take 10 check-ins.
 Offer your APPRECIATION.
ENGAGE IN A STRENGTHS DIALOGUE
 Tell me a time when you
were at your best?
 What do you enjoy most
about your role at work?
 What ways do you “play to
your strengths” at work?
CASE DISCUSSION
60 minutes to review
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Diagnose the situation.
Overall impressions of report.
Claim major concerns.
Identify key strategies/actions.
Make recommendations.
Brief your results.
TEAM RESPONSES TO Q12 SURVEY
Gallup’s Q12
YES
NO
E%
1.
Do I know what is expected of me at work?
8
2
80%
2.
Do I have the materials and equipment I need to do my work
right?
6
4
60%
3.
Do I have the opportunity to do what I do best every day?
5
5
50%
4.
In the last 7 days, have I received recognition or praise for doing
good work?
2
8
20%
5.
Does my supervisor, or someone at work, seem to care about me
as a person?
9
1
90%
6.
Is there someone at work who encourages my development?
9
1
90%
7
3
70%
10
0
100%
9. Are my coworkers committed to doing quality work?
10
0
100%
10. Do I have a best friend at work?
4
6
40%
11. In the last 6 months, has someone at work talked to me about my
progress?
1
9
10%
12. This last year, have I had opportunities at work to learn and grow?
10
0
100%
7. At work, do my opinions seem to count?
8.
Does the mission/purpose of my company make me feel my job is
important?
BUILD ENGAGEMENT ONE STAGE AT A TIME
SUMMARY
Think of engagement as the level
of octane in your gas tank — the
car may run on all grades, and
because it runs we tend not to
notice the difference between one
level of fuel or the other — until
something in the engine gets
gummed up, and then it may be
too late.
In many cases, you may not need
to survey employee engagement
to know it is a problem, but the
survey does offer insights to root
causes and that can pave the way
for action.
WRITING AND REFLECTION