Excite your Employees,

Double Profits

DistinctionsDistinctions

In order to master something, it is

important that we look for and understand distinctions

In order to master something, it is

important that we look for and understand distinctions

Engagement Engagement

What does engagement mean? How is engagement in business, similar to personal relationships?

EngagementEngagement

Winning is important to me, but what brings the real joy is the experience of being fully engaged in whatever I’m doing. - Phil Jackson (Basketball Coach)

Engagement StatisticsEngagement Statistics

Gallup estimates that actively disengaged employees cost the American economy as much as $350 billion annually in lost productivity

Why is engagement important today?Why is engagement important today?

Approximately 33% of your workforce is actively searching for other opportunities.

Another 50% would take another opportunity if it was offered to them.

By 2010, a large number of baby boomers will be leaving the workforce.

Many senior staff are “riding out their time" until they retire

Approximately 33% of your workforce is actively searching for other opportunities.

Another 50% would take another opportunity if it was offered to them.

By 2010, a large number of baby boomers will be leaving the workforce.

Many senior staff are “riding out their time" until they retire

Engagement StatisticsEngagement Statistics

Companies with engaged employees outperform others by 47% to 202%

- Watson-Wyatt

Companies with engaged employees outperform others by 47% to 202%

- Watson-Wyatt

Engagement StatisticsEngagement Statistics

Offices with engaged employees are 43% more productive.

- Hay Group

Offices with engaged employees are 43% more productive.

- Hay Group

Engagement StatisticsEngagement Statistics

Engaged sales people produce 28% more revenue.

- NCFC

Engaged sales people produce 28% more revenue.

- NCFC

Engagement StatisticsEngagement Statistics

Engaged employees are 87% less likely to leave.

- Gallup

Engaged employees are 87% less likely to leave.

- Gallup

What people want in the workplaceWhat people want in the workplace

oFeeling that others trust me (86.7%).

oFeeling challenged; feeling as if I’m growing (86%).

oFeeling competent and skilled (84.9%).

What people want in the workplaceWhat people want in the workplace

oFeeling good about myself (83.4%).

oFeeling excited about what I’m doing (81.8%).

oFeeling involved in activities that mattered to me (74.7%).

oBeing appreciated for who I am and what I do (74.4%)

Engagement FactsEngagement Facts

Most people promoted to supervisor or manager are selected because of superior technical skills.

Very few organizations have adequate education and training programs focused on managing people

Traditional MBA programs have few required courses (or even electives) that focus on people management skills

Two of the six fatal flaws leading to management derailment are related to managing people

Most people promoted to supervisor or manager are selected because of superior technical skills.

Very few organizations have adequate education and training programs focused on managing people

Traditional MBA programs have few required courses (or even electives) that focus on people management skills

Two of the six fatal flaws leading to management derailment are related to managing people

What leads to engagement?What leads to engagement?

Trust and involvement in the business.

Understanding of the “big picture”

A sense of impact and contribution.

A clear future based on reality

Trust and involvement in the business.

Understanding of the “big picture”

A sense of impact and contribution.

A clear future based on reality

How do we build trustHow do we build trust

Common approaches

Ask people what they think.

Validate people’s contributions.

Give people meaningful responsibilities and the latitude to fill them.

Enable people to make or contribute to key decisions.

Avoid micromanaging, nitpicking, or harboring

Common approaches

Ask people what they think.

Validate people’s contributions.

Give people meaningful responsibilities and the latitude to fill them.

Enable people to make or contribute to key decisions.

Avoid micromanaging, nitpicking, or harboring

Uncommon approaches

Create independently operating units and entrust people to run them.

Develop direct reports who participate in presentations to senior management and externals, including media.

Enable peer networks and cohorts responsible for innovation and key operations/implementations

Uncommon approaches

Create independently operating units and entrust people to run them.

Develop direct reports who participate in presentations to senior management and externals, including media.

Enable peer networks and cohorts responsible for innovation and key operations/implementations

Tools to build trustTools to build trust

One on ones.

“Innerviews”

True delegation

Managerial moment of truth (MMOT)

One on ones.

“Innerviews”

True delegation

Managerial moment of truth (MMOT)

Get the “big picture”Get the “big picture”

CapitalLegal,

Regulatory, Union

ManagerialEffectiveness

CapacityLocus ofControl

Competition

MatchMarketShare

Market

4 big questions4 big questions

1. What is our strategy? How does our strategy differ from our competition?

2. Why does my job exist? How does it support our strategy?

3. What are the three or four critical things I need to do every day to do my job well?

4. What gets in the way of me doing the critical things everyday?

1. What is our strategy? How does our strategy differ from our competition?

2. Why does my job exist? How does it support our strategy?

3. What are the three or four critical things I need to do every day to do my job well?

4. What gets in the way of me doing the critical things everyday?

True DelegationTrue Delegation

Why delegate?

Doing, dumping, distributing, delegating, deputizing

Why delegate?

Doing, dumping, distributing, delegating, deputizing

The 6 D’s of Productivity

Best

Average

Worst

DoingDoing

DumpingDumping

DroppingDropping

DistributingDistributing

DelegatingDelegating

DeputizingDeputizing

Opportunities for DelegationOpportunities for Delegation

Me

Delegation ProcessDelegation Process

1. Identify the need.

2. Select the Person.

3. Plan the delegation.

4. Hold the delegation meeting.

5. Create a plan of action

6. Review the plan.

7. Implement the plan.

8. Follow-up

1. Identify the need.

2. Select the Person.

3. Plan the delegation.

4. Hold the delegation meeting.

5. Create a plan of action

6. Review the plan.

7. Implement the plan.

8. Follow-up

Let’s practice delegating…Let’s practice delegating…

Manage based on resultsManage based on results

Use a PRD-Performance results description

Each employee should have an updated PRD.

Each employee should have a monthly conversation with their manager on the PRD.

Use a PRD-Performance results description

Each employee should have an updated PRD.

Each employee should have a monthly conversation with their manager on the PRD.

What’s in a PRD?What’s in a PRD?

Position goal

Key result areas (these are not KPIs)

Performance standards- ”This job is well done when…”

Duties/activities.

Knowledge, skills, mindset.

Monthly project list

Position goal

Key result areas (these are not KPIs)

Performance standards- ”This job is well done when…”

Duties/activities.

Knowledge, skills, mindset.

Monthly project list

Benefits of managing on resultsBenefits of managing on results

True engagement and empowerment.

Tremendous time savings.

Greater opportunities to expand into new markets and/or improve the business

Significantly higher productivity.

Fakes identified quickly

True engagement and empowerment.

Tremendous time savings.

Greater opportunities to expand into new markets and/or improve the business

Significantly higher productivity.

Fakes identified quickly

MMOTMMOT

Steps

1. Acknowledge Reality

2. Explore how it got to be that way.

3. Create an action plan.

4. Follow-up

Steps

1. Acknowledge Reality

2. Explore how it got to be that way.

3. Create an action plan.

4. Follow-up

Cycle of Growth and Change

Attitude

KnowledgeSkill

Habit

Need toWant toCan do

Will doShow me how

Motivation gap

FundamentalsConceptsPrinciples

Knowledge trap

PracticeRightwith strong coaching

More coachingFeedbackFollow-upAccountabilityMeasurementRecognition

The Coaching Process

66 Reinforce Progress

55Practice & Skill Development

44 Provide Resources

33Establish the Right Attitudes

22Picture the Desired Outcome

11 Identify Opportunities

77 Reward

Multiplying our business worthMultiplying our business worth

Examine the business design and strategize for expansion into new markets with your current offering or optimize.

Build deputies that will fully lead departments or divisions of your business without constant supervision or prodding.

Expand each employee’s capacity so that work is done at a fraction of the time with multiples of productivity (80/20 principle)

Examine the business design and strategize for expansion into new markets with your current offering or optimize.

Build deputies that will fully lead departments or divisions of your business without constant supervision or prodding.

Expand each employee’s capacity so that work is done at a fraction of the time with multiples of productivity (80/20 principle)