Leveraging Employee Engagement for Sustainability Success
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Transcript of Leveraging Employee Engagement for Sustainability Success
Leveraging Employee Engagement for Sustainability Success
Pat DanielMarlboro College
MBA in Managing for Sustainability
Green Team Collaboration WorkshopBoston Net Impact
August 14, 2014
Erratum
MBA in Managing for Sustainability
• One of first Sustainability MBAs in the country• Still trailblazing sustainability in business• Blended learning for working adults• Marlboro.edu
Equipping business leaders with the tools, knowledge and courageous leadership to be
change agents for an alternative future
Leverage for employee engagement
Image used under Creative Commons Attribution-Share Alike 3.0 Unported license.
Of all the things you can change, people are
the hardestBecoming a Change Agent, 101
Clarify your objectives
• Of course you want to involve more people, but:– How many?– For what purpose? – At what level of the organization?– To do what—e.g., join the Green Team, show up at
events, change their behavior?
Who to engage?
Individual OrganizationTeam
Engagement = equals =motivation
What engages or motivates you?
••••
Diversity of motivators
• Modes of interacting with the world• Needs• Intrinsic motivation
Modes of interacting*
*David Kolb’s learning model
Needs*
• Achievement• Power• Affiliation
*David McClelland’s need theory
Four intrinsic rewards*
Sense of choice
Sense of progress
Sense of meaning-
fulness
Sense of competence
From task activities
From task purpose
Opportunityrewards
Accomplishment rewards
*Kenneth Thomas, Intrinsic Motivation at Work
Who to engage?
Individual OrganizationTeam
Team
• Team culture and what to measure• The magic 5-1 ratio• Recognition
This is serious business!
Are we having fun
yet?
What is your Laughter Quotient?
Nambassa Trust and Peter Terry” http://www.nambassa.com
The magic 5-1 ratio
• Ratio of positive to negative statements predicts organizational performance*
Positive = appreciation, support, compliments, etc.Negative = criticism, disapproval, dissatisfaction, etc.
• Highest performing teams’ ratio = 5.6 to 1• Lowest performers = 0.36 to 1
*Losada & Heaphy, reported in Cameron (2012)
Catch someone doing something
well, then appreciate them
Levels of engagement
Individual OrganizationTeam
Organization
• Leadership• Management systems• Recognition
Leverage for engagement: Summary
• Clear objectives• Levels of engagement
– Individual (including you!)– Team– Organization
Questions and discussion
Thank you!