The Expedition

Indepth Interviews by Gallup with 80,000 Managers 400 Companies 2500 business Units

No questions dealing with pay, benefits, senior management or organizational structure

Surveyed:Surveyed:

Retention

All Questions Are Linked to 1 of 4 Business Outcomes

Customer Service

Productivity

Profitabililty

Discovered:Discovered:

Climbing the Metaphorical

Mountain

Climbing the Metaphorical

Mountain

What Do I Get?

Do I Know What Is Expected of Me at Work?

Expectations are the milestones we use to measure our progress and, within the workplace, those

milestones mark the pathways that guide us toward achievement. If expectations are not clear, we are hesitant, indecisive, and unsure of ourselves.

Do I Have the Materials and Equipment I Need to Do My

Work Right?We have all been in the frustrating position facing an expectation without having the tools necessary to achieve it. For employees, the importance of having the materials and equipment they need to do their jobs right is one of the 12 key discoveries from a multiyear research effort by The Gallup Organization.

What Do I Give?

At Work, Do I Have the Opportunity to Do What I Do

Best Everyday?Full human potential is realized only when people are in a position to use their talents and strengths. Great performance is found when an individual's natural talents fit his or her role. Matching the right person

with the right job is probably the most significant challenge organizations and managers face today.

In the Last Seven Days, Have I Received Recognition or

Praise for Doing Good Work?Praise and recognition are essential building blocks of a great workplace. We all possess the need to be recognized as individuals, and to feel a sense of accomplishment. There is nothing complicated about recognition, but it is one of the items that consistently receives the lowest ratings from employees.

Does My Supervisor or Someone at Work Seem to

Care About Me As a Person?Gallup's research indicates that employees don't leave companies, they leave managers and supervisors. The impact that a supervisor has in today's workplace can be either very valuable or very costly to the organization and the people who work there.

Is There Someone at Work Who Encourages My

Development?The innate yearning to learn and grow is natural to human beings. Our jobs allow us to encounter new situations and find new ways to overcome challenges every day. Why, then, do we have a tendency to stall or stagnate?

Key to the core of a strong and vibrant workforce.People don’t change much – don’t waste time trying to put in what was left out.Don’t helicopter in at 17,000 feet, because your people will die, sooner or later.

Great Managers Take Aim at Base Camp and Camp 1

Observation:Observation:

Do I Belong Here?

At Work, Do My Opinions Seem to Count?

All employees want to feel that they are making significant contributions to their workplaces. The ways organizations hear and process employees' ideas will shape, to a large degree, whether or not they feel valued for their contributions

Does the Mission/purpose of My Company Make Me Feel

My Job Is Important?A deeply felt sense of purpose in life leads to excellence. Human beings want to belong to something of significance and

meaning. They want to know they are making a difference, contributing to an important endeavor. The best workplaces give their employees a sense of purpose, help them feel they belong, and enable them to make a difference

Are My Co-workers Committed to Doing Quality

Work?Highly productive employees tell us there is a vast difference between being assigned to a team and actually identifying with that team. It's a common experience -- our manager assigns us to a workgroup and our name is added to the roster. Just because our names are added, however,

doesn't mean that we psychologically join the team, especially if we are afraid the other members don't share our commitment to producing quality work.

Do I Have a Best Friend at Work?

Human beings are social animals, and work is a social institution. Long-term relationships are often formed at work -- networking relationships, friendships, even marriages. In the best

workplaces, employers recognize that people wantto forge quality relationships with their coworkers, and that company loyalty can be built from such relationships.

How Can We All Grow?

In the Last Six Months, Has Someone at Work Talked to

Me About My Progress?We have all faced the infamous job performance review. Typically, the first two minutes of the review are focused on what the manager likes about us and our work, and the remaining 58 minutes are spent on our "areas of opportunity" (the areas in which we're weak and should improve).

This Last Year, Have I Had the Opportunity at

Work to Learn and Grow?The need to learn and grow is a natural instinct for human beings. We can learn and grow by finding more efficient ways to do our jobs. Where there is growth, there is innovation, and this is a breeding ground for more positive and refreshing perspectives toward ourselves and others.  

Only 5 of the Questions Most Directly Influence

Employee Retention1. Do I know what is expected of me?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. Does my supervisor, or someone at work,

seem to care about me as a person?5. At work, do my opinions seem to count?

Taught

The “how-to’s” of a role

Practice

SkillsSkills

TaughtWhat you are aware of2 Kinds

Factual: things you knowExperiencial: understandings you’ve picked up along the way

KnowledgeKnowledge

Striving – the WHY of a personWhy motivatedWhat defines him

Thinking – the HOW of a personDecisionLinearPracticalStrategic

Relating – the WHO of a personTraitsConfrontsIgnores

TalentsTalents

Position each person to compensate for what they are wired to do.People don’t change that much.Don’t waste time trying to put in what was left out.Try to draw from what is left in.

Casting Is EverythingCasting Is Everything

BUTCH CASSIDYand the

SUNDANCE KID

BUTCH CASSIDYand the

SUNDANCE KID

select an employee for talent rather than for the more conventional wisdom of selecting for skills and experience.

clearly define expectations and focus on outcomes rather than the steps or processes of how to achieve that outcome.

focus on the strengths of their employees and not their weaknesses.

develop people; they find the right fit for each person, not the next rung on the ladder.

Great Managers…Great Managers…

The Four KeysConventional Wisdom

Select for experience, intelligence, determination

Define the right steps

Overcome weaknesses

Find the next rung on the ladder

Break the Rules

Select for talent

Define the right outcomes

Focus on strengths

Find the right fit

Keep it Simple – concentrate on what to say and how to say it.Frequent Interaction – between manager and employee.Focus on the Future – discuss what “could be.”Ask the employee to track their own performance and learnings (self-discovery).

Performance Management Routine

Performance Management Routine

How can I help?How can I help?

“Buying in” Where do I fit ?Where do I fit ?

How are we doing ? How are we doing ? (Work units - results) (Work units - results) (Objectives for the team.) (Objectives for the team.)

What’s my job ? What’s my job ? (Job responsibilities)(Job responsibilities)

How am I doing ? How am I doing ? (Performance feedback)(Performance feedback)

Does anyone care ? Does anyone care ? (Individual needs & concerns)(Individual needs & concerns)

What’s the risk? (Stop, Look, Listen)

Doing an important job Doing an important job ~ Part of a winning team.~ Part of a winning team.

The Manager’s Communication ResponsibilityThe Manager’s Communication Responsibility

List Your Employees – Most Productive to Least Productive

List Your Employees – Most Time Spent to Least Time Spent

Why Do ManagersPlay Favorites?

Why Do ManagersPlay Favorites?

The fairest thing to doBest way to learnOnly way to stay focused on excellence

The Core Role Is the Catalyst Role – Turning Talent into Performance

Invest In Your BestInvest In Your Best

“I’m going to be very consistent with every one of you because I’ll treat every one of you differently.”

JIMMY JOHNSON - CoachJIMMY JOHNSON - Coach

Reconcile responsibilities that appear contradictory Set expectations for all your peopleTreat each one differently

Challenge for ManagersChallenge for Managers

The Expedition