BUILDING BETTER WORKPLACES MANAGING THROUGH BUILDING

Transcription

1 BUILDING BETTER WORKPLACES MANAGING THROUGH BUILDING MIKE TOOLEY INDIANAPOLIS, IN AUGUST 22, 2018

2 What is your mutant superpower?

3 Effective training doesn t really begin until the participants hear the sounds of their own voice. -Author Unknown

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5 The Top 5 Reasons Why Employees Sue Their Boss....According to a Plaintiff's Attorney 1. Because they feel they were treated like garbage 2. Because they were fired after engaging in protected activity 3. Because their manager was allowed to behave badly 4. When owner greed is out of control 5. When rules are not enforced fairly (Oct. 21, 2015)

6 Top Reasons Employees Sue Their Employers... According to a management law firm 1. Poor Treatment 2. Retaliation for Protected Activities 3. Terrible Managers 4. Not Following Your Own Policies 5. Mismatched Performance and Performance Reviews

7 "Why Do Workers Join Unions"... According to LinkedIn 1. Economic reasons perceived improvements in wages, benefits and working conditions 2. Job security 3. Social reasons need to be accepted by their peers and have feeling of belonging 4. Recognition opportunity to serve in position of influence and be taken seriously 5. Participation desire for a voice in their work lives (

8 "Power of The Disgruntled Employee" Survey of 160,000 employees shows "disgruntled employees": Create irreversible damage to your brand Alienate your most valuable clients and cause very expensive mistakes Leak important company information and participate in internet bad-mouthing Stop potential hires from joining the company Cause others around them to be upset and disengaged in their work Be guilty of theft, tardiness, missed deadlines, etc. (

9 How to Create Gruntled" Employees Encourage me more. -- Keep the conversation positive. Expect the best, not the worst. Trust me more. Try to understand my employee s problems, strive for strive for consistency, and do what you say you will do. Over time, trust will grow. Take an interest in my development help me build career, not job Keep me in the loop. share information, ask good questions, and listen. Be more honest with me Connect with me more (

10 Important Things To Learn Today No. 1: Employees encouraged to develop their strengths are less likely to: Sue Form unions Contribute to toxic workplaces Run off co-workers and clients Make costly mistakes that lead to litigation. No. 2: Therefore, if you want to truly manage risk in your workplace, spend your time developing strength.

11 Goals for Today 1. Why developing strengths is critical 2. Overview of StrengthsFinder process and terminology 3. Tools for leveraging strengths 4. How to utilize strengths to turn disgruntled employees into "gruntled" ones

12 Counter-factual: Why Can t Jeff Pass?

13 Donald O. Clifton, Ph.D. psychologist and business executive ( ) What will happen when we think about what is rightwith people rather than fixating on what is wrong with them? 13

14 The key to success is to fully understand how to apply your greatest talents and strengths in your everyday life. 14

15 PEOPLE WHO FOCUS ON USING THEIR STRENGTHS are three TIMES as likely to report having an excellent quality of life are six TIMES as likely to be engaged in their jobs 15

16 Ups and Downs of Developing Strengths Developing strengths increases individual productivity while decreasing voluntary attrition (

17 Impact of Supervisors Employees whose supervisor focuses on strengths are 30x more likely to be engaged (61% v. 2%) Being ignored (2%) is worse than being mistreated (45%). The opposite of love is not hate, it's indifference. -Elie Wiesel (

18 Impact on Teams Analysis of 82,000 business units shows teams scoring in the top quartile of engagement outperform teams scoring in the bottom quartile by: 21% higher profitability 20% higher sales 17% higher productivity 10% higher customer metrics 24% lower turnover in high-turnover organizations 40% fewer defects 41% less absenteeism 70% fewer employee safety incidents (Re-Engineering Performance Management, 2017 Gallup Inc.)

19 Impact on Millennials Development is especially important for Millennials, 87% of whom rate professional or career growth and development opportunities as being key to their engagement and job satisfaction.

20 EVERYONE HAS TALENT TALENTis a naturally recurring pattern of thought, feeling, or behavior that can be productively applied. Examples: thinking in an orderly or timely manner effortlessly and instinctively starting conversations being able to easily influence others seeing patterns in data consistently having a positive outlook on life 20

21 There is nothing wrong with being aware of our weaknesses and managing them, but our greatest opportunity for success lies in building on our natural talents. Let s start now to identify and maximize each person s talents and strengths. 21

22 TALENT (a natural way of thinking, feeling, or behaving) X INVESTMENT (time spent practicing, developing your skills and building your knowledge base) = STRENGTH (the ability to consistently provide near-perfect performance) 22

23 Strengths Are... The lenses that shape the way you see the world The type of engine that fuels your forward progress The things that define you when you are at your very best. 23

24 Get Ready for the 10 minute Break down. 24

25 Gallup Strength Themes ACHIEVER - People exceptionally talented in the Achiever theme work hard and possess a great deal of stamina. They take immense satisfaction in being busy and productive. ( Busy as a bee ) ACTIVATOR - People exceptionally talented in the Activator theme can make things happen by turning thoughts into action. They are often impatient. ( Git r done ) ADAPTABILITY - People exceptionally talented in the Adaptability theme prefer to go with the flow. They tend to be now people who take things as they come and discover the future one day at a time. ( When in Rome ) ANALYTICAL - People exceptionally talented in the Analytical theme search for reasons and causes. They have the ability to think about all the factors that might affect a situation. (CSI crime scene investigation) ARRANGER -People exceptionally talented in the Arranger theme can organize, but they also have a flexibility that complements this ability. They like to determine how all of the pieces and resources can be arranged for maximum productivity. (Orchestra conductor) 25

26 Gallup Strength Themes BELIEF - People exceptionally talented in the Belief theme have certain core values that are unchanging. Out of these values emerges a defined purpose for their lives. ( Free-dommm! - Braveheart.) COMMAND - People exceptionally talented in the Command theme have presence. They can take control of a situation and make decisions. ( I m in charge here - Alexander Haig.) COMMUNICATION - People exceptionally talented in the Communication theme generally find it easy to put their thoughts into words. They are good conversationalists and presenters. ( Gift of gab ) COMPETITION - People exceptionally talented in the Competition theme measure their progress against the performance of others. They strive to win first place and revel in contests. ( Winning isn t everything; it s the only thing. -Vince Lombardi.) CONNECTEDNESS - People exceptionally talented in the Connectedness theme have faith in the links among all things. They believe there are few coincidences and that almost every event has meaning. ( Signs ) 26

27 Gallup Strength Themes CONSISTENCY - People exceptionally talented in the Consistency theme are keenly aware of the need to treat people the same. They try to treat everyone with equality by setting up clear rules and adhering to them. (Fairness czars) CONTEXT - People exceptionally talented in the Context theme enjoy thinking about the past. They understand the present by researching its history. ( Those who cannot remember the past are condemned to repeat it. - George Santayana) DELIBERATIVE - People exceptionally talented in the Deliberative theme are best described by the serious care they take in making decisions or choices. They anticipate obstacles. (Pete the Planner) DEVELOPER - People exceptionally talented in the Developer theme recognize and cultivate the potential in others. They spot the signs of each small improvement and derive satisfaction from evidence of progress. (Swing coach) DISCIPLINE - People exceptionally talented in the Discipline theme enjoy routine and structure. Their world is best described by the order they create. ( Early to bed, early to rise... ) 27

28 Gallup Strength Themes EMPATHY - People exceptionally talented in the Empathy theme can sense other people s feelings by imagining themselves in others lives or situations. ( I feel your pain... literally) FOCUS - People exceptionally talented in the Focus theme can take a direction, follow through, and make the corrections necessary to stay on track. They prioritize, then act. (Hedgehog) FUTURISTIC - People exceptionally talented in the Futuristic theme are inspired by the future and what could be. They energize others with their visions of the future. (Steve Jobs) HARMONY - People exceptionally talented in the Harmony theme look for consensus. They don t enjoy conflict; rather, they seek areas of agreement. ( Can t we all just get along? ) IDEATION - People exceptionally talented in the Ideation theme are fascinated by ideas. They are able to find connections between seemingly disparate phenomena. (Eureka Effect - Archimedes) 28

29 Gallup Strength Themes INCLUDER - People exceptionally talented in the Includer theme accept others. They show awareness of those who feel left out and make an effort to include them. ( No one gets left behind. ) INDIVIDUALIZATION - People exceptionally talented in the Individualization theme are intrigued with the unique qualities of each person. They have a gift for figuring out how different people can work together productively. (Chess not checkers) INPUT - People exceptionally talented in the Input theme have a craving to know more. Often they like to collect and archive all kinds of information. (Johnny Five Short Circuit) INTELLECTION - People exceptionally talented in the Intellection theme are characterized by their intellectual activity. They are introspective and appreciate intellectual discussions. (Great Debate) LEARNER - People exceptionally talented in the Learner theme have a great desire to learn and want to continuously improve. The process of learning, rather than the outcome, excites them. (Student of life) 29

30 Gallup Strength Themes MAXIMIZER - People exceptionally talented in the Maximizer theme focus on strengths as a way to stimulate personal and group excellence. They seek to transform something strong into something superb. ( Good to Great ) POSITIVITY - People exceptionally talented in the Positivity theme have contagious enthusiasm. They are upbeat and can get others excited about what they are going to do. (Cheerleader) RELATOR - People exceptionally talented in the Relator theme enjoy close relationships with others. They find deep satisfaction in working hard with friends to achieve a goal. ( Band of Brothers ) RESPONSIBILITY - People exceptionally talented in the Responsibility theme take psychological ownership of what they say they will do. They are committed to stable values such as honesty and loyalty. ( My word is my bond. ) RESTORATIVE - People exceptionally talented in the Restorative theme are adept at dealing with problems. They are good at figuring out what is wrong and resolving it. ( If there was a problem, Yo I'll solve it, Check out the hook while my DJ revolves it. Vanilla Ice) 30

31 Gallup Strength Themes SELF-ASSURANCE - People exceptionally talented in the Self-Assurance theme feel confident in their ability to manage their own lives. They possess an inner compass that gives them confidence that their decisions are right. ( Who s the man? ) SIGNIFICANCE - People exceptionally talented in the Significance theme want to be very important in others eyes. They are independent and want to be recognized. ( This little light of mine... I m gonna let it shine. ) STRATEGIC - People exceptionally talented in the Strategic theme create alternative ways to proceed. Faced with any given scenario, they can quickly spot the relevant patterns and issues. (Sherlock Holmes) WOO - People exceptionally talented in the Woo theme love the challenge of meeting new people and winning them over. They derive satisfaction from breaking the ice and making a connection with someone. ( I m Eric Stratton, Rush Chairman, Damn glad to meet you. ) 31

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33 Four Domains of Team Strength EXECUTING INFLUENCING RELATIONSHIP BUILDING People with dominant Executing themes know how to make things happen. Achiever Arranger Belief Consistency Deliberative Discipline Focus Responsibility Restorative People with dominant Influencing themes know how to take charge, speak up, and make sure the team is heard. Activator Command Communication Competition Maximizer Self-Assurance Significance Woo People with dominant Relationship Building themes have the ability to build strong relationships that can hold a team together and make the team greater than the sum of its parts. Adaptability Connectedness Developer Empathy Harmony Includer Individualization Positivity Relator STRATEGIC THINKING People with dominant Strategic Thinking themes help teams consider what could be. They absorb and analyze information that can inform better decisions. Analytical Context Futuristic Ideation Input Intellection Learner Strategic 33

34 Gallup Strength Themes MOST common strengths: Achiever, Responsibility, Learner, Relator and Strategic LEAST common strengths: Command, Self-assurance, Significance, Discipline and Context. 34

35 Balconies and Basements Balcony = highest application of your strength themes Basements = where strengths can get you into trouble if you re not aware Activator o Balcony = Self-Starter, Mover and Shaker, Energy Source, Fearless o Basement = Ready-Fire-Aim, Loose Cannon, Speaks Before Thinks Futuristic o Balcony = Imaginative, Creative, Visionary, Inspiring o Basement = Dreamer, Impractical, Out in Left Field 35

36 Tools for Leveraging: HOW not WHAT Utilizing strengths is not about defining what your outcomes or objectives should be; it s about determining how you will achieve them. o Old view: Not everyone should be expected to develop business because not everyone is a natural business developer. o Strengths-based view: Not everyone should be expected to develop business in the same way. Someone with top strengths in Woo, Self Assurance, and Competition might have a natural advantage in meeting new people, winning them over, and closing the deal. On the other hand, someone with top strengths in Futuristic, Ideation, and Strategic might develop business by conceiving of a new practice area, deal structure, or creative way of doing things that makes her stand out. 36

37 Tools for Leveraging: Name it: Identify your strengths and the specific words and phrases from the descriptions that speak to you. Claim it: Consider the power and opportunities that your top strengths give you and accept responsibility for developing them. Aim it: Weaponize your strengths by looking for specific opportunities to utilize them to accomplish specific goals, objectives, and everyday challenges 37

38 Tools for Leveraging: Dealing with Weaknesses Goal is not to ignore them; it s to make them irrelevant. Partner with someone with complementary strength Use existing strengths to mirror strength you don t have 38

39 Tools for Leveraging: Dealing with Weaknesses Purely Fictional Hypothetical: Lawyer/Coach A (let s call him Mike ) has Communication ranked as No. 25 out of his 34 Strengths, yet he has to speak in public frequently. How does he do it? He thinks about what matters to the specific people who are going to be in the audience and what they need to hear (Individualization -No. 3 and Relator No. 1). He draws upon books he s read, movies he s watched, and current events he s heard about to come up with topical references that will resonate with them (Learner No. 2). He comes up with a big idea that will allow him to communicate the message in way that will resonate with the audience (and excite him!) (Ideation No. 5) He works, reworks, and revises the presentation until it meets his Expectations (Responsibility No. 4) 39

40 Tools for Leveraging: Reframing 40

41 Tools for Leveraging - Summary How, not What Weaponize Partner Mirror Reframing 41

42 Case Study #1 Molly the Micromanager Molly is a manager with Responsibility as her No. 1 strength. She has a tendency to micro-manage her team and do too many things herself to make sure that everything is done perfectly and on time. This has led to concerns about her management style and ability to develop others. How can she use reframing to address those concerns? 42

43 Case Study #1 Molly the Micromanager RESPONSIBILITY : People exceptionally talented in the Responsibility theme take psychological ownership of what they say they will do. They are committed to stable values such as honesty and loyalty. Basements if you have Responsibility: You re a micro manager you have difficulty delegating. You can't say "no," take on too much. You over commit out of fear things won t get done. You re obsessed with doing things right and can t let anything go. 43

44 Case Study #2 Alex the Achiever Alex is a Director of Sales with Achiever as his No. 1 strength. He burns the candle at both ends and expects his direct reports to do the same. While he pays attention to sales results, he is maniacal about the lead measures, such as number of sales calls, miles in the air and on the road, and golf rounds played. He is burning his people out (and his marriage isn't doing too well either), and use of FMLA and attrition are skyrocketing. How can you help Alex? 44

45 Case Study #2 Alex the Achiever ACHIEVER : People exceptionally talented in the Achiever theme work hard and possess a great deal of stamina. They take immense satisfaction in being busy and productive. Basements if you have Achiever: The need to achieve means you look to your own accomplishments to feel good about yourself. You don t rest well. Your constant discontent keeps you from celebrating the wins. You re always moving, but not necessarily in the right direction. You accomplish things that don t really matter. The fire that burns inside of you occasionally burns you and others. 45

46 Case Study #3 Roger the Relator Roger is a CEO with Relator as his/her No. 1 strength. While he cares deeply about all his employees (truly), he has a tendency to gravitate toward people already in his circle, including people from his fraternity, political party, and country club. Employees pick up on this and conventional wisdom is that you can't succeed if you're not in "Roger's Club." The Board is concerned about the Company's Diversity and Inclusion results and are looking to Roger to turn things around. How can Roger turn it around? 46

47 Case Study #3 Roger the Relator RELATOR : People exceptionally talented in the Relator theme enjoy close relationships with others. They find deep satisfaction in working hard with friends to achieve a goal. Basements if you have Relator: You stick to only those you already know; you re cliquish. You play favorites with those you like and trust. You have a hard time letting new people in to your world. 47

48 Case Study #4 Irene the Insubordinate Irene was brought onto the team last quarter in a support role. Although the expectations of her role were explained during interviews, her behavior since then makes it clear she is not interested in staying in the background. She constantly suggests "better" ways of doing things, is seen as "hijacking" meetings, and is visibly frustrated when she doesn't get her way. You just found out she has Command as her No. 1 Strength. How can you help her succeed? 48

49 Case Study #4 Irene the Insubordinate COMMAND : People exceptionally talented in the Command theme have presence. They can take control of a situation and make decisions. Basements if you have Command: You are intimidating and even scary to be around. You don t have much use for meekness and humility. You run over people who you think aren t doing a good job. You grab the steering wheel, even when you re not in the driver s seat. You can be overly opinionated, pushy, and confrontational. 49

50 Case Study #5 Susie the Superstar Susie has Self-Assurance and Significance in her Top 5, and is viewed by everyone as a future star (especially by herself). She is currently assigned in a technical role that is important, but does not have much visibility. She is very involved in the community and is vocal about how unappreciated she is and how much better she would run things if she were in charge. She views you as an ally and asks you for counsel on how to help advance her career. You see her as a future CEO someday, somewhere. How do you help her in her current role? 50

51 Case Study #5 Susie the Superstar SELF-ASSURANCE : People exceptionally talented in the Self-Assurance theme feel confident in their ability to manage their own lives. They possess an inner compass that gives them confidence that their decisions are right. You feel superior to others, and don t mind if they know it. You're overly confident and ignore threats. You're stubborn and aren t open to others input. You re arrogant and bristle when challenged 51

52 Case Study #5 Susie the Superstar SIGNIFICANCE : People exceptionally talented in the Significance theme want to be very important in others eyes. They are independent and want to be recognized. You crave recognition and will settle for sizzle over steak. You re self-focused, instead of being focused on others. Your ego is needy and needs frequent stroking. You get your identity through others' opinions

53 Case Study #6 Derek the Disciplined Meets Adaptable Alicia Derek is a long-term Senior Engineer who has produced solid results throughout his career. His No. 1 strength is Discipline, and his love of order, structure, and routine is legendary. His new VP, Alicia, has Adaptability as her No. 1 strength, and she thrives when she is allowed to be a change agent. She and Derek clash early on when she moves his red stapler. Rumors are flying about a company-wide RIF in the 4 th quarter, and both Derek and Alicia come to you separately to discuss the possibility Derek might be on the list because of their different styles and personalities. BTW, Derek is 62. Alicia is

54 Case Study #6 Derek the Disciplined Meets Adaptable Alicia DISCIPLINE : People exceptionally talented in the Discipline theme enjoy routine and structure. Their world is best described by the order they create. You need to be in control and struggle if you re not You hate surprises. You re impatient with mistakes. You are rigid, inflexible, and too attached to your routines, deadlines, and plans. Your love of order keeps you from rolling with changes. 54

55 Case Study #6 Derek the Disciplined Meets Adaptable Alicia ADAPTABILITY : People exceptionally talented in the Adaptability theme prefer to go with the flow. They tend to be now people who take things as they come and discover the future one day at a time. You re too flexible, always bending to the tyranny of the urgent, and not getting to the most important things. You seem to lack conviction and are tossed around like the waves of the sea. You lack a plan or intentionality when it comes to organizing your day, your week, your month, your year, your life. 55

56 Case Study #6 Derek the Disciplined Meets Adaptable Alicia You see a potential lawsuit coming down the pike. More importantly, you see the value of both Derek and Alicia and think they can make an effective team. What do you tell Derek to do to better meet Alicia s needs? How can you help Alicia see the potential value Derek can bring to her team? 56

57 Founder & Strengths Coach TM