Uncovering Leadership Blind Spots

Transcription

1 Uncovering Leadership Blind Spots And Discovering the Pathway to Motivating Your Employees ISO-404-PD-EV-0913-V1.0

2 Agenda Study Results: Cross-Cultural Leadership Identify key leadership characteristics that motivate and inspire people here in the U.S. and around the world Explore our potential blind spots as leaders Consider perceptions of our own leadership and ways we can be more effective 2

3 The Leadership Challenge 86 % 6 % cite leadership as their organization s most important challenge believe their leadership pipeline is very strong Source: Deloitte 2015 HC Trends 3

4 How does LEADERSHIP impact ENGAGEMENT?

5 Satisfaction with Leaders Drives Engagement Fully Engaged Disengaged 66% Of employees who are VERY satisfied with their immediate supervisor 13% 60% Of employees who are VERY satisfied with senior leaders 5% 6

6 How Important is Effective Leadership? 75 % of employees don t quit their jobs; they quit their managers. 7

7 Comparing Effective vs. Ineffective Leaders Effective Leader Brought out the best in you. What characteristics made them effective / good? How did they motivate or inspire you? 8

8 Comparing Effective vs. Ineffective Leaders Ineffective Leader Didn t bring out your best. What characteristics made them ineffective / bad? Why didn t they motivate you? 9

9 Want to increase employee motivation and business results? Provide employees with more effective leaders.

10 The Research

11 Objectives 1. Uncover critical leadership behaviors 2. Compare the effects of leadership characteristics on motivation across cultures 3. Reveal gaps between the importance of behaviors and performance of leaders 12

12 Survey Questions Select among pairs of leadership characteristics most likely to inspire you (tradeoff analysis). Identify leadership behaviors that impact your motivation most and indicate how often your own supervisor exhibits those behaviors (gap analysis). Tell us about your level of satisfaction with your job and the likelihood you ll stay. 14

13 The Findings

14 The Motivational Tradeoff: Behavior Preferences Worldwide 76% 24% Gives me praise and honest appreciation for the work I do over one who Focuses on getting the job done U.S. 74% 26%

15 The Motivational Tradeoff: Behavior Preferences Worldwide 63% 37% Admits their own shortfalls before criticizing others over one who Demonstrates a high level of self-assurance and self-reliance U.S. 68% 32%

16 Important Leadership Behaviors: Motivating employees to give their best efforts U.S. World Truly listens 88% Respects opinion 87% Sincere appreciation 87% Respects opinions 86% Sincere appreciation 85% Truly listens 84% 18

17 The Gap Analysis: Importance vs. Performance 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% All Regions 28% 36% 35% 32% 41% 24% Somewhat or Very Important to Inspiring Employee's Best Work Supervisor Exhibits Behavior Most of the Time or Always 19

18 Effective Leaders Drive Satisfaction and Retention When leaders exhibit the most important behaviors: 65 % Satisfaction 27 % Likelihood to stay in job for two years or more 21

19 External Reliability Internal Reliability Honest with OTHERS True to YOURSELF

20 Externally reliable dependable, say what they mean and mean what they say people can count on them. They are unwavering people don t worry that they are going to be dishonest with themselves or others.

21 Internally reliable consistent, in words and actions. They know who they are and who they are not. They are true to themselves. They don t behave in a way that is contrary to their core principles and beliefs.

22 Honesty and Integrity in Action When a leader is honest and trustworthy with others, employees are 10x more likely to be satisfied in their job When a leader is rarely or never honest with themselves 54% of employees are looking for a new job within a year

23 What Leaders Do That Most Inspires and Motivates 4 Key Findings Sincere appreciation and praise are essential Employees demand leaders who can admit when they re wrong Honesty and integrity in action drive engagement Effective leaders truly listen to and value their employees opinions 28

24 The Johari Window: Looking for Blind Spots Known to others Known to self Known to both you and others Open/Arena Unknown to self Unknown to you, but known to others Blind Spot Unknown to others Known to you, but not to others Hidden/Facade Unknown to both you and others Unknown

25 The Johari Window: Expanding the Arena Feedback Disclosure

26 Expanding the Arena-What leaders can do Assume that we are not objective when assessing our own capabilities/behaviors. Prepare yourself for feedback. Set your ego aside. Appreciate the intent. Disrupt routines. Just do it!

27 Group Exercise For EACH of the behaviors, discuss with your group examples of how you ve seen leaders effectively practice these behaviors or what they could do more of to be seen as exhibiting these behaviors. 4 Key Findings Known to others Known to self Open Unknown to self Blind Spot Sincere appreciation and praise are essential Employees demand leaders who can admit when they re wrong Unknown to others Hidden Unknown Honesty and integrity in action drive engagement Effective leaders truly listen to and value their employees opinions 32

28 Knowledge isn t power until it is applied. Dale Carnegie

29 Thank You!