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The Impact of the Disengaged Leader; The cost to the ... · Stacy L. Shamberger, Executive Vice...
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EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
RESEARCH, SURVEYS &ASSESSMENTS
SCALABLE INNOVATIVE LEADERSHIP SOLUTIONS
The Impact of the Disengaged Leader; The cost to the business, employee satisfaction and attrition
Presented by:Stacy L. Shamberger, Executive Vice President
Skyline Group International
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
RESEARCH, SURVEYS &ASSESSMENTS
SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT
Takeaways Today
• Define/Profile of the disengaged leader• Recognize the disengaged leader• How to engage the business in
conversations regarding the disengaged leaders
• Creating a development plan for leaders• Metrics/Research: The Hidden Drivers of
Leader Engagement
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
RESEARCH, SURVEYS &ASSESSMENTS
SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
RESEARCH, SURVEYS &ASSESSMENTS
SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT
Data We Will Review Today
Research completed in February 2015 - conducted by Dr. Salvatore Falletta of the
Organizational Intelligence Institute
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
RESEARCH, SURVEYS &ASSESSMENTS
SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT
Much is Known About Employee Engagement
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
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SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT
It Doesn’t Add Up!4 in 5 senior leaders consider employee
engagement to be a risk factor for business
Only 1 in 10 senior leaders are highly engaged and willing to go the extra mile for their organizations
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
RESEARCH, SURVEYS &ASSESSMENTS
SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT
Who Has the Greatest Impact
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
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The Ripple Effect
Consider The Ripple Effect
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
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And Then There’s This Stat…75% of people voluntarily leaving their jobs don’t quit their jobs they quit their bosses.
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
RESEARCH, SURVEYS &ASSESSMENTS
SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT
Some Symptoms Include…
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
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Symptoms Translated to Business Impact
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
RESEARCH, SURVEYS &ASSESSMENTS
SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT
When is Leader Engagement Unhealthy?
• Micromanagement• Incompetent • Taking on too much, not delegating• Friend vs. Leader
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
RESEARCH, SURVEYS &ASSESSMENTS
SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT
DO YOU KNOW OF ONE?
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
RESEARCH, SURVEYS &ASSESSMENTS
SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT
It’s All In Fun, Maybe!
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
RESEARCH, SURVEYS &ASSESSMENTS
SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT
The Transformation
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
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The Balanced Leader
The Balanced Leader
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
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SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT
It’s All About the Skills?
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
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SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT
The Business Conversation
• What matters to the business• Engaging executives• Gather data• What should be measured• A plan for improvement/change• Cost vs. Benefit
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
RESEARCH, SURVEYS &ASSESSMENTS
SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT
Let’s Dig into The Research
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
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Underlying causes of leader disengagement
Over 200 participants completed the survey representing 29 different industries
Approximately 53% of all participants were Director-level or above with over 20 years experience on average
Research InsightsLeader Engagement Survey
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
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People Manager & Organizational Leader
PEOPLE MANAGER
• First-line manager/supervisor• Single team of direct reports• Scope of role (small/moderate
with a specific charter)• Decision rights and fiscal
authority limited
ORGANIZATIONAL LEADER
• Leader of managers• Large business unit/function• Scope of role (large and
complex)• Decision rights and fiscal
authority broad (P&L)
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
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SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT
Moving the Needle on EngagementThe Most Challenging Groups Are…?
THIS PRESENTS A SIGNIFICANT BUSINESS CHALLENGE WHEN YOUCONSIDER THE HIGH COST OF DISENGAGED LEADERS
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
RESEARCH, SURVEYS &ASSESSMENTS
SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
RESEARCH, SURVEYS &ASSESSMENTS
SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT
LEARNING AND DEVELOPMENT SOLUTIONS PLAY A CENTRAL ROLE INADDRESSING LEADER ENGAGEMENT AND DISENGAGEMENT
Rank Most Frequently Prescribed Strategies and Solutions %
1 Leadership development/training 34.0%
2 Core values – communication 31.4%
3 Strategy, goals, and objective alignment 30.8%
4 Employee communication improvements 26.4%
5 Employee/learning and development opportunities 25.8%
6 Coaching 24.5%
7 Career paths for people managers and individual contributors 17.6%
*Participants were permitted to select up to five areas of focus (i.e., strategies and solutions) from a list of 39
Most Frequently Prescribed SolutionsLeader Engagement Survey
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
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1. Trust and integrity2. Nature of the job3. Line of sight between individual
performance and company performance
4. Career growth opportunities5. Pride about the company6. Employee development7. Personal relationship with one’s
manager8. Coworker/team members9. Pay fairness10. Personal influence11. Well-being
Source: The Conference Board – Gibbons, 2006; Ray, Powers, & Stathatos, 2012
What are the Drivers of Engagement?The Conference Board
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Rank What Matters Most for High-Potential Leaders %**1 Organizational leadership opportunities 46.5%2 Advancement & promotion opportunities 40.3%3 Compensation (base pay, bonuses, commission) 39.0%4 Organizational culture 37.1%5 Job fit (the job fits your skills, interest, preferences, and personality) 34.0%6 Line-of-sight between individual performance and company performance * 32.1%7 Trust & integrity in the leadership * 28.9%8 Learning and development opportunities * 28.3%9 Relationship with immediate manager/leader * 24.5%
10 Recognition 22.0%11 Executive visibility 20.1%12 Company growth and performance 18.2%13 Decision making authority/decision rights 16.4%14 Collaborative/team work environment 14.5%15 Access to budget/fiscal resources 12.6%
**Participants were permitted to select up to ten drivers from a list of 46.
What Matters Most?High Potential Leaders
Primary Drivers
SecondaryDrivers
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
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Primary Drivers
SecondaryDrivers
Rank Respondents with C-Level Aspirations and High Achievement/Ambition %**1 Organizational leadership opportunities 53.7%2 Advancement and promotion opportunities 49.3%3 Compensation (base pay, bonuses, commission) 46.3%4 Executive visibility 41.8%5 Decision making authority/decision rights 38.8%6 Job title (EVP, VP, director) 34.3%7 Job fit (the job fits your skills, interest, preferences, and personality) 31.3%8 Risk taking 29.9%9 Company reputation/prestige/brand 26.9%10 Personal brand opportunity 23.9%11 Organizational structure 19.4%12 Personal influence 17.9%13 Organizational culture 14.9%14 Learning and development opportunities 13.4%15 Recognition 10.4%
**Participants were permitted to select up to ten drivers from a list of 46.
What Matters Most?“Aspiring Leaders”
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
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Differentiating Strategies and Solutions
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
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RANK ALL EMPLOYEES(THE USUAL SUSPECTS)
1 Trust and integrity in the leadership
2 Line of sight between individual and organizational performance
3 Nature of the job
4 Career growth opportunities
5 Pride about the company
6 Employee development
7 Personal relationship with one’s manager
Differentiating Strategies and Solutions
HIGH-POTENTIAL LEADERS
Organizational leadership opportunities Advancement & promotion opportunities
Compensation (base pay, bonuses, commission)
Organizational culture
Job fit
Line-of-sight between individual and organizational performance
Trust & integrity in the leadership
ASPIRING LEADERS
Organizational leadership opportunities Advancement and promotion opportunities
Compensation (base pay, bonuses, commission)
Executive visibility
Decision making authority/decision rights
Job title (EVP, VP, director)
Job fit
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
RESEARCH, SURVEYS &ASSESSMENTS
SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT
1. Segment your leadership talent
2. Develop analytics capabilities
3. Measure leader engagement
4. Avoid a “one-size-fits-all” approach
5. Identify your disengaged leaders fast
Call to ActionWhat does it all mean and what to do about it?
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
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SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT
The top 20% The middle 70% The bottom 10%
Customize and Reward Maximize the Middle Manage Up or Out!
ENGAGEDLEADERS
• Develop skills
• Scope and complexity of role
• Rewards and recognition
• Provide coaching
• Provide stretch assignments
• Develop hidden strengths
• Mentor and provide feedback to help them grow faster
• Clear performance expectations and measures
• Consistent performance feedback
DISENGAGEDLEADERS
• Management fit
• Organizational structure
• Tools and resources
• Provide development
• Comp and Title
• Visibility
• Decision Making
• Opportunities
• Manage out
“A” Players “B” Players “C” Players
Solutions by Leadership Talent
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
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A Summary EquationLeader Engagement + Skills = Business Results
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
RESEARCH, SURVEYS &ASSESSMENTS
SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT
1. Segment, segment, segment!
2. Measure and pinpoint the hidden causes of disengaged leadership
3. Build programs that develop individual leadership skills and capabilities to maximize leader engagement and performance
3 Things You Can Do
EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS
RESEARCH, SURVEYS &ASSESSMENTS
SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT
Stacy L. ShambergerExecutive Vice President Skyline Group