Supervising for Employee Engagement

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Supervising for Employee Engagement"

Transcription

1 Supervising for Employee Engagement Lisa Negstad Negstad Consulting LLC

2 Do Happier People Work Harder? Companies Do Well if Workers Feel OK About Speaking Up

3 Engaged Employees Mission Impact

4 Engagement is A heightened emotional connection that an employee feels for her organization, that influences her to exert greater discretionary effort to her work. David Rock

5 Employees don t quit organizations,

6 Employees don t quit organizations, they quit bosses.

7 89% of managers believe employees leave for more money, while 88% of employees actually leave for reasons having to do with the job, the culture, the manager or the work environment. Branham, L. (2005). The 7 Hidden Reasons Employees Leave. Broadway, NY: AMACOM.

8 1.

9 2.

10 3.

11

12 Newbie Proficient Seasoned

13 Think of the best experience you have had with a supervisor. What made it so?

14 What words would you use to describe yourself at your best? Write one word per post-it note

15 What words would you use to describe yourself when you are not working Off your game? at your best? Facing challenges in your life? Write one thought per post-it note

16 Fearful Pick Fights Blame Sad Bored Present Strong Worry Stressed Grounded Calm Curious Happy Martyrish Over Grateful whelmed Clear Fearful Energetic Anxiety Doubt Defensive Struggle Busy Ness

17 The metaphor of flow is one that many people have used to describe the effortless action they feel in moments that stand out as the best in their lives. Mihaly Csikszentmihalyi

18 Curious Strong Calm Flowing Happy Confident Authentic Passionate Open Doubt Best Self Fear Blame Suffering Struggle Energized busyness Appreciative Unknown Courageous Tolerations shoulds Present Disappointment Clear Victim Thinking Knowledgeable Comparisons Complacency Sacrifice Flexible Problems Conflict Worry / Anxiety martyr thinking Defensiveness Overwhelm Challenges Best Self Map Karen Tax and Associaties

19 Awareness

20 In observing leaders for 40 years, I have never seen one fail for lack of IQ. But I have seen hundreds fail who lacked emotional intelligence. Bill George

21 Resources

22 How well do you know your employees?

23 Every great manager s first response no matter the situation is always to think about the individual concerned and how things can be arranged to help that individual experience success. Marcus Buckingham

24 What makes your employee tick?

25 Initial Interview

26 A Initial Conversation Estimated time to complete the ingage Together interview: up to 2 hours Organizations arenolonger builtonforce, butontrust Peter Drucker This tool is based on the premise that the more the employee and supervisor understand each other s motivations, strengths, perspective and working styles, the greater the ability to have an open and honest conversation. And the more the supervisor and employee hold open and honest conversations, the more trust builds between supervisor and employee. Suggestions/Tips for the ingage Together Interview Have the ingage Together conversation away from your office. Take time to make sure you are in a listening mode. Since the ingage Together conversation is about getting to know each other better, it is not the time to pass judgment on anything you hear from each other. Supervisors should offer the choice of who goes first to the employee. It is entirely up to you to determine how much you want to reveal when you are being interviewed. This will depend on many factors such as the level of trust between the two of you, whether or not you are naturally a more open or reserved person, etc. There are many factors that contribute to the building of trust between the supervisor and employee. Specific trust building behaviors that we request of both the supervisor and employee are: keep your conversation confidential maintain your written notes from the conversation in a private location W h e n Ifirsthadthis conversationwithmy supervisor,idiscovered thattherewerethings IthoughtIknew abouther,butifound outididn treally know PAGE 2 OF 5

27 A Initial Conversation EMPLOYEE Interview Questions SUPERVISOR INTERVIEW DATE Please enter names and date at the top of the page 1. Begin by getting settled in and checking in with each other. Supervisor and employee should interview each other using the questions provided. Take a moment to read through the questions It generally works better to have one participant complete the interview before switching roles. We suggest that the employee decides whether or not s/he would like to interview or be interviewed first. Listen attentively (as a journalist would getting all the details of the story) note great quotes and great anecdotes. Bring your curiosity as you interview. Ask follow-up questions (like Why was that important to you? or How has it changed you? ) to make sure you understand what your colleague wants to stay Suggested follow-up questions are included in smaller type after the main interview questions. 2. What draws you or connects you to the Mission of [Enter Your Organization s Name Here]? 3. Think about a really great work day that you have had [either here or at another place that you have worked] - one where you had a lot of energy and you felt like you were working at your best, please describe it. Possible Follow-Up Questions: What were you doing? Who was involved? What was especially enjoyable about it? What outcomes did you see? What did you learn? What made it meaningful? Some people take longer to think about their answers allow for silence. interview continues next page PAGE 3 OF 5

28 A Initial Conversation continued 4. What s the most meaningful praise or recognition that you have ever received? What made it so great? 5. How would you describe your preferred working style? (e.g. prefer to work independently, with a colleague or in teams, in the morning or afternoon please share as many details as possible) Possible Follow-Up Questions: How did you discover this about yourself? interview continues next page PAGE 4 OF 5

29 A Initial Conversation continued 6. Please complete this sentence for me: When things start to get stressful, I and I need Are there certain situations that especially cause stress for you? 7. Please complete this sentence for me: In order to feel like I can say what is on my heart and mind, I need. end of interview 2011 Negstad Consulting LLC ingage TOGETHER MCN. 9/2011 PAGE 5 OF 5

30 9% employee engagement increased to 73% when the organization focused on employee s strengths. Gallup

31 Millennials want to hear the truth from their bosses, they want feedback and they want it right away. Nonprofit Quarterly

32 Break 20 Minutes

33 Coach Approach

34 Coach Approach Build Trust

35 Coach Approach Build Trust Critical Skills

36 Coach Approach

37 Coaching is A learning and development model where employees are invited to explore learning with the assumption that they are capable of growing, learning and succeeding.

38 Coach approach assumes everyone has the blueprint for success within his/herself.

39 March 13, Be a good coach Provide specific, constructive feedback, balancing the negative and the positive. Have regular one-on-ones, presenting solutions to problems tailored to your employes specific strengths.

40 Boss vs. Coach

41 Coach Approach 1. Check Yourself 2. Listen 3. Question

42 Coach Approach Check Yourself Listen 3. Question Best Self Map Karen Tax and Associaties Curious Strong Flowing Calm Happy Confident Authentic Passionate Open Doubt Best Self Fear Blame Struggle Energized busyness Appreciative Unknown shoulds Courageous Present Disappointment Clear Knowledgeable Comparisons Problems Sacrifice Flexible Conflict Overwhelm martyr thinking Defensiveness Challenges Suffering Tolerations Victim Thinking Complacency Worry / Anxiety

43 Coach Approach Check Yourself Listen 3. Question Do you have a Coach s mindset toward each employee who reports to you?

44 Coach Approach Check Yourself Listen 3. Question Do you have a Coach s mindset toward each employee who reports to you? Do you believe in each employee s potential to succeed?

45 Have you ever said this about an employee? They should know how to do this already I don t have time to help them, without my help. I have my own job to do! I don t like them very much. I did it on my own without any help, they should too. I don t want them to get better or know more than I do. I like being indispensable. I m not sure I m capable of helping them

46 People whose managers believe in them and want to help them succeed are like plants given sun and water and then allowed to grow they often exceed even the most positive expectations. Erika Andersen

47 Coach Approach Check Yourself Listen 3. Question Listening

48 Coach Approach Check Yourself Listen 3. Question Listening Paying Attention

49 Coach Approach Check Yourself Listen 3. Question Listening Paying Attention Inviting Physical gestures Verbal cues

50 Coach Approach Check Yourself Listen 3. Question #1 rule to Coach Approach: Never ask Why?

51 Coach Approach Check Yourself Listen 3. Question Do: Ask who, what, where, how? Gather information and data Ask for employee s point of view Get curious Don t Share information Give directives Assert your point of view

52 Coach Approach Check Yourself Listen 3. Question Do: Ask who, what, where, how? Gather information and data Ask for employee s point of view Get curious Don t Share information Give directives Assert your point of view

53 Role Play

54 Observer notice: Did the coach/supervisor succeed in not using the question why? Role Play Did you see evidence of listening? What was the coach/supervisor learning? What was the employee learning?

55 Coach Approach Build Trust Critical Skills

56 Organizations are no longer built on force, but on trust. Peter Drucker

57 Chance of employees being engaged at work is just 1 in 12 when they do not trust the company s leaders. Rises to 1 in 2 if they trust the organization s leaders. Gallup Poll

58 We often judge others by their behaviors and ourselves by our intentions.

59 Coach Approach Build Trust Critical Skills

60 Critical Skills

61 Critical Skills Structuring

62 Critical Skills Structuring Selecting

63 Critical Skills Structuring Selecting Goal Setting

64 Critical Skills Structuring Selecting Goal Setting Guiding

65 Critical Skills Structuring Selecting Goal Setting Guiding Supporting

66 Critical Skills Structuring Selecting Goal Setting Guiding Supporting Feedback

67 Gallup s Q 12 Engagement Survey The Q 12 Index 1 Do you know what is expected of you at work? 2 Do you have the materials and equipment to do your work right? 3 At work, do you have the opportunity to do what you do best every day? 4 In the last seven days, have you received recognition or praise for doing good work? 5 Does your supervisor, or someone at work, seem to care about you as a person? 6 Is there someone at work who encourages your development? 7 At work, do your opinions seem to count? 8 Does the mission/purpose of your company make you feel your job is important? 9 Are your associates (fellow employees) committed to doing quality work? 10 Do you have a best friend at work? 11 In the last six months, has someone at work talked to you about your progress? 12 In the last year, have you had opportunities to learn and grow

68 Critical Skills Structuring Selecting Goal Setting Guiding Supporting Feedback

69 Corrective Feedback: 1. Specific 2. Clear 3. Timely 4. Include Impact 5. Professional not Personal

70 Role Play

71 Observer notice: Was the supervisor using the guidelines for corrective feedback (specific, clear, impact)? Role Play Was the supervisor using a coach approach? What was the supervisor learning? What was the employee learning?

72

73 Thank You

employee engagement material minds

employee engagement material minds employee engagement material minds employee engagement 2 background Have you ever worked for a manager who inspires you, one who you would follow to the ends of the earth and for whom you would put in

More information

Getting Engaged - What is Employee Engagement and Why Does it Matter?

Getting Engaged - What is Employee Engagement and Why Does it Matter? Getting Engaged - What is Employee Engagement and Why Does it Matter? Employee engagement is critical for the success of any business. It is about having a workforce who wants to be there, who like what

More information

Workshop for New Clinicians

Workshop for New Clinicians Workshop for New Clinicians Facing the Challenges of Beginning Your Career By Lynn Grodzki, LCSW, MCC Lynn Grodzki, LCSW, MCC Social Worker, psychotherapist in private practice since 1988 Full practice,

More information

Employee Engagement A PATH TO GOVERNMENT RE-DESIGN

Employee Engagement A PATH TO GOVERNMENT RE-DESIGN Employee Engagement A PATH TO GOVERNMENT RE-DESIGN MAVEN PERSPECTIVES LLC SEPTEMBER 2013 Trish Klein, Itasca County Administrator Responsibility, Developer, Strategic, Connectedness, Individualization

More information

[Insert Date] Leadership & Management Skills. Business Training Skills. Teambuilding Skills

[Insert Date] Leadership & Management Skills. Business Training Skills. Teambuilding Skills Lorem 2014 Training Ipsum Catalog Dolor [Insert Date] Business Training Leadership & Management Teambuilding Training What s In It For You Many employers do not have the time or expertise to develop and

More information

[Insert Date] Teambuilding Skills. Leadership & Management Skills. Business Training Skills

[Insert Date] Teambuilding Skills. Leadership & Management Skills. Business Training Skills Lorem 2016 Training Ipsum Catalog Dolor [Insert Date] Business Training Leadership & Management Teambuilding Training What s In It For You Many employers do not have the time or expertise to develop and

More information

TEAM MEMBER ENGAGEMENT

TEAM MEMBER ENGAGEMENT TEAM MEMBER ENGAGEMENT INCREASING ENGAGEMENT WORKSHOP TOPICS Definitions Models Table Discussions Measurement Strategies for increasing engagement Challenge: What will I do differently to increase engagement?

More information

Social Media Guidelines

Social Media Guidelines Social Media Guidelines Protect proprietary business information Be thoughtful about helping our customers Remember, you are always visible on Social Media Acknowledge you are a Progressive employee Be

More information

America s Workforce: A revealing account of what employees really think about today s workplace

America s Workforce: A revealing account of what employees really think about today s workplace America s Workforce: A revealing account of what employees really think about today s workplace 2013 Leading the charge In recent years, tough economic times and an unsteady job market have made most people

More information

Do s and Don ts of a Great Boss

Do s and Don ts of a Great Boss Do s and Don ts of a Great Boss Dan Reiland The Pastor s Coach January 2011, Article # 2 If you were to describe the best boss you ve ever had, how would you describe them? Tough but fair? Caring and a

More information

The Competitive Advantage of Employee Engagement:

The Competitive Advantage of Employee Engagement: The Competitive Advantage of Employee Engagement: The 12 Elements of Engagement August 28, 2017 Diane Brown, SPHR, SHRM-SCP Founder, Aspire! LLC Futuristic Belief Strategic Achiever Learner Dave Graham,

More information

Accommodate busy schedules. Achieve synergy in staff interactions. One full hour of delivery by a professional trainer for up to 25 participants

Accommodate busy schedules. Achieve synergy in staff interactions. One full hour of delivery by a professional trainer for up to 25 participants I loved the Brown Bag seminar. I have been to Brown Bags several in the past, but none were as informative (and as simple to understand) as Claremont s. It really has motivated me to TAKE CHARGE! Manager

More information

DETACHED, DISENGAGED, DISENCHANTED

DETACHED, DISENGAGED, DISENCHANTED DISENGAGED EMPLOYEES COST U.S. BUSINESSES BILLION IN LOST PRODUCTIVITY ANNUALLY U.S. EMPLOYEES: DETACHED, DISENGAGED, DISENCHANTED AND 2 ONLY 32% OF U.S. EMPLOYEES ARE ENGAGED 1 Letter from the CEO U.S.

More information

The slightest perception of something negative happening can affect an employee s emotional state.

The slightest perception of something negative happening can affect an employee s emotional state. Employee feedback is the core of personal and professional growth. Feedback can help an employee get better at what they do, and surprisingly employees crave feedback. Most managers don t provide enough

More information

COURSE CATALOG. vadoinc.net

COURSE CATALOG. vadoinc.net COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as

More information

Supervisors as ES&H Leaders

Supervisors as ES&H Leaders Supervisors as ES&H Leaders Bill Adams, CIH, CSP, CPEA, LEED AP www.safex.us 1-866-SAFEX US 1 Leader Defined A person who rules or guides or inspires others wordnet.princeton.edu/perl/webwn A person that

More information

Managers at Bryant University

Managers at Bryant University The Character of Success for Managers at Bryant University Interviewing Guide (Revised 8/25/04) Career Strategies, Inc. Boston, MA A New Approach to Interviewing for Managers at Bryant University An interviewer

More information

RESPECT. AME Champion s Meeting Principles of Excellence Raytheon Missile Systems Tucson, AZ April 13-15, Linda E. Taylor

RESPECT. AME Champion s Meeting Principles of Excellence Raytheon Missile Systems Tucson, AZ April 13-15, Linda E. Taylor RESPECT AME Champion s Meeting Principles of Excellence Raytheon Missile Systems Tucson, AZ April 13-15, 2011 Linda E. Taylor Copyright 2010 Raytheon Company. All rights reserved. Customer Success Is Our

More information

Coaching for Resilience to Foster Wellness in Faculty and Students

Coaching for Resilience to Foster Wellness in Faculty and Students Coaching for Resilience to Foster Wellness in Faculty and Students Shireen Madani Sims, MD Associate Professor Clerkship Director Chief, Division of Gynecology, Gynecologic Surgery & Obstetrics Department

More information

Leadership Communications Workshop. Future Leaders Day HNZ Conference 2013

Leadership Communications Workshop. Future Leaders Day HNZ Conference 2013 Leadership Communications Workshop Future Leaders Day HNZ Conference 2013 Defining Leadership Leading Different Personalities 4 Leadership Styles Avoiding Leadership Traps What Impacts Motivation? Managing

More information

The Servant Leader:! Enabling Exceptional Performance

The Servant Leader:! Enabling Exceptional Performance The Servant Leader: Enabling Exceptional Performance Chris De Santis with help from Warren Bennis, Robert Thomas, Daniel Goleman, Robert Greenleaf, Peter Drucker, Joseph Nye, Sylvia Hewlett, Carol Dweck

More information

How to Engage Employees. A Guide for Employees, Supervisors, Managers, & Executives

How to Engage Employees. A Guide for Employees, Supervisors, Managers, & Executives How to Engage Employees A Guide for Employees, Supervisors, Managers, & Executives 1 Introduction Employee Engagement is a good in and of itself. What is Employee Engagement? Employee engagement is the

More information

Navigating through a crisis in your CEO/Chair relationship

Navigating through a crisis in your CEO/Chair relationship Navigating through a crisis in your CEO/Chair relationship Why? It is acknowledged that a key factor in running a charity or a social enterprise successfully is a positive relationship between the CEO

More information

EMCC Ireland. Accelerating & Sustaining Leadership Power: Developing a Culture of Coaching

EMCC Ireland. Accelerating & Sustaining Leadership Power: Developing a Culture of Coaching EMCC Ireland Accelerating & Sustaining Leadership Power: Developing a Culture of Coaching Agenda Opening Paula King Welcome and Introduction Ryan Shanks Accelerating & Sustaining Leadership Power: Developing

More information

PERSONAL COMMUNICATION STYLES INVENTORY

PERSONAL COMMUNICATION STYLES INVENTORY PERSONAL COMMUNICATION STYLES INVENTORY Directing Style Personal Style Summary Strengths *Fast paced, quick thinker *Focused on action to achieve results *Does what is necessary to succeed *Fast decision

More information

CREATING OUR BEST SELVES THROUGH STRENGTHS AND WELLBEING

CREATING OUR BEST SELVES THROUGH STRENGTHS AND WELLBEING CREATING OUR BEST SELVES THROUGH STRENGTHS AND WELLBEING A Strengths Essentials workshop to help employees Discover, Develop and Apply their Strengths NAME TENT Name you want to be called 5 Signature Themes

More information

Feedback Report. ESCI - University Edition. Sample Person Hay Group 11/21/06

Feedback Report. ESCI - University Edition. Sample Person Hay Group 11/21/06 Feedback Report ESCI - University Edition Sample Person Hay Group 11/21/06 Introduction What Is Emotional and Social Intelligence? Emotional and Social Intelligence, commonly refered to as EI, is the capacity

More information

Presented by Deidre Dutcher

Presented by Deidre Dutcher Presented by Deidre Dutcher Career Security Until recently, people got a job and stayed at that job, with that company, until they retired. Today, the average person will change careers 3 to 8 times. When

More information

BUILDING GOOD WORK RELATIONSHIPS

BUILDING GOOD WORK RELATIONSHIPS Making Work Enjoyable and Productive How good are the relationships that you have with your colleagues? According to the Gallup Organization, people who have a best friend at work are seven times more

More information

PHCA Annual Convention. Welcome And Warm Up 9/10/2016. Culture/ Employee Engagement s Impact on Your Bottom Line, and How to Improve it

PHCA Annual Convention. Welcome And Warm Up 9/10/2016. Culture/ Employee Engagement s Impact on Your Bottom Line, and How to Improve it PHCA 2016 Annual Convention Culture/ Employee Engagement s Impact on Your Bottom Line, and How to Improve it Jack H. Lynn, Manager- Health Care Services Arnett Carbis Toothman LLP, CPAs & Advisors Jack.lynn@actcpas.com

More information

SUPPORTING ARTIFACTS. Definition

SUPPORTING ARTIFACTS. Definition 14 CHAPTER Thematic Summary The qualitative and quantitative research conducted by the editors and the contributors reveals four prevalent themes that relate to the Healthcare Causal Flow Leadership Model:

More information

Behaviour-Based Interviewing

Behaviour-Based Interviewing Behaviour-Based Interviewing November 2010 Developmental Services Human Resource Strategy Enhancing the lives of the people we support Icebreaker Name Role and tenure Expectations for the session Worst

More information

How To Keep and Retain Key Employees. Carl Zeutzius, CIC, CWCA UNICO Group

How To Keep and Retain Key Employees. Carl Zeutzius, CIC, CWCA UNICO Group How To Keep and Retain Key Employees Carl Zeutzius, CIC, CWCA UNICO Group You can t expect people to be committed, to be loyal to an organization, to be engaged in an organization, [or] to want to stay

More information

Expat Optimiser Program. Identity, Career, Relationships, Cultural Intelligence

Expat Optimiser Program. Identity, Career, Relationships, Cultural Intelligence Expat Optimiser Program Identity, Career, Relationships, Cultural Intelligence Part 1 - What do you want to Achieve from this Program? As with any successful coaching program, having a clearly identified

More information

Engagement. 100% psychologically committed to the role. High Performers - Engaged. 3 Levels of Engagement

Engagement. 100% psychologically committed to the role. High Performers - Engaged. 3 Levels of Engagement Engagement Creating A Culture of Excellence The Leader s Role 100% psychologically committed to the role. Michael Daggs www.tuttdaggs.com 3 Levels of Engagement From Gallup Organization Engaged Actively

More information

Building and Leading Teams BUILDING EFFECTIVE TEAMS COMPETENCY MAP. SLP Level 1 workshop competencies mapped to SLP2 Leadership Advantage tracks

Building and Leading Teams BUILDING EFFECTIVE TEAMS COMPETENCY MAP. SLP Level 1 workshop competencies mapped to SLP2 Leadership Advantage tracks Building and Leading Teams Work/Life Balance Career Development Problem Solving and Decision Making Setting and Priorities Leader as Motivator WORK/LIFE BALANCE BUILDING EFFECTIVE TEAMS SELFKNOWLEDGE Upward

More information

Putting our behaviours into practice

Putting our behaviours into practice Putting our behaviours into practice Introduction Our behaviours are an important part of One Housing. They are designed to shape how we work - they are the ideas and approaches that form the foundation

More information

Performance Management: Giving and Receiving Feedback

Performance Management: Giving and Receiving Feedback Performance Management: Giving and Receiving Feedback Seminar for Supervisors Presenter: Stephanie Flanagan slm114@psu.edu; 814-863-4614 Fall 2017 2017 The Pennsylvania State University. All rights reserved.

More information

Developing High Performing Team Members 5/4/2016

Developing High Performing Team Members 5/4/2016 Developing High Performing Team Members GAMES 2016 Spring Meeting May 4, 2016 Presented by Richard Davis, SPHR, SHRM-SCP HirePowerHR Why Employees Don't Do What They're Supposed To Do and What To Do About

More information

SEVEN FUNDAMENTAL STEPS. for building a great place to work

SEVEN FUNDAMENTAL STEPS. for building a great place to work SEVEN FUNDAMENTAL STEPS for building a great place to work MEET LIMEADE MEET TINYpulse A corporate wellness technology company that drives real employee engagement. An employee engagement solution company

More information

A summary of the principles from The Speed of Trust Book:

A summary of the principles from The Speed of Trust Book: A summary of the principles from The Speed of Trust Book: The five waves of trust The first wave, Self-Trust, deals with the confidence we have in ourselves in our ability to set and achieve goals, to

More information

Supervisors: Skills for Success

Supervisors: Skills for Success HELPING THOSE WHO HATE HR. 554 Pacific Avenue, York, Pennsylvania 17404 717.855.5589 www.alternative-hr.com Supervisors: Skills for Success Contents Introduction Page 3 Communication.. Page 4 Planning

More information

Building Relationships with Key Stakeholders

Building Relationships with Key Stakeholders Building Relationships with Key Stakeholders Inspiring Executive Excellence Beyond the Pace of Change Facilitator: Rick Hernandez President & CEO Syntesis Global, LLC rickh@syntesisglobal.com 1 Syntesis

More information

Communication Audit of the Academic & Career Advising Center. Table of Contents

Communication Audit of the Academic & Career Advising Center. Table of Contents Helping organizations reach new heights through effective communication Communication Audit of the Academic & Career Advising Center Table of Contents Mission Statement 4 Executive Summary 5 Introduction

More information

Increasing Employee Engagement & Accountability in School Districts

Increasing Employee Engagement & Accountability in School Districts Increasing Employee Engagement & Accountability in School Districts WASBO Colleagues Bruce Miles Ed.D. Introductions 1 Goals for this Session Goals 1) Briefly review best practices re: Engagement 2) Review

More information

Strengths. Opportunities. Engaged Not Engaged Actively Disengaged Engagement Index Ratio: % 61% 10%

Strengths. Opportunities. Engaged Not Engaged Actively Disengaged Engagement Index Ratio: % 61% 10% Summary Grand Mean Respondents Current Mean Last Mean Mean Percentile Rank Strengths Current Mean 109 3.81 NA 31 Q1: Learn and Grow 4.9 Q05: Cares About Me 4.18 Opportunities Q03: Opportunity to do Best

More information

advancing women in business KNOWING YOUR STRENGTHS WORKBOOK

advancing women in business KNOWING YOUR STRENGTHS WORKBOOK advancing women in business KNOWING YOUR STRENGTHS WORKBOOK CONTENTS About this workbook 3 Section 1: Uncovering your strengths 4 The difference between talents, skills and strengths 5 Recognising your

More information

Today, we re going to talk about resolving workplace conflict and building consensus. Workplace conflict may be based on disagreements over work

Today, we re going to talk about resolving workplace conflict and building consensus. Workplace conflict may be based on disagreements over work Today, we re going to talk about resolving workplace conflict and building consensus. Workplace conflict may be based on disagreements over work procedures, different needs and interests, clashes of personalities,

More information

ENGAGE YOUR ASSOCIATES TO IMPROVE YOUR RESULTS

ENGAGE YOUR ASSOCIATES TO IMPROVE YOUR RESULTS ENGAGE YOUR ASSOCIATES TO IMPROVE YOUR RESULTS Happy! Happy! Happy! 1 Engage Your Associates to Improve Your Results What is employee engagement? How does engagement impact your business? How can I drive

More information

Inspiring Others to Lead. Wayne Guthrie Chief Human Resources Officer, UW Madison

Inspiring Others to Lead. Wayne Guthrie Chief Human Resources Officer, UW Madison Inspiring Others to Lead Wayne Guthrie Chief Human Resources Officer, UW Madison What is leadership? An act, rooted in values and competencies Flexible, responding to each unique context or situation Contributes

More information

BUILDING A CULTURE OF ENGAGEMENT: THE IMPORTANCE OF SENIOR LEADERSHIP

BUILDING A CULTURE OF ENGAGEMENT: THE IMPORTANCE OF SENIOR LEADERSHIP BUILDING A CULTURE OF ENGAGEMENT: THE IMPORTANCE OF SENIOR LEADERSHIP Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. Senior_leadership_121412_wp

More information

PERSONAL AND PROFESSIONAL DEVELOPMENT WORKSHOPS

PERSONAL AND PROFESSIONAL DEVELOPMENT WORKSHOPS PERSONAL AND PROFESSIONAL DEVELOPMENT WORKSHOPS CABA offers a range of professional and personal development courses designed to meet the needs of past and present ICAEW members and ACA students. The sessions

More information

Staff Retention. August 7, 2015 Brandi Alexander, BSW Michelle R. Datema, MS RN Rita Trinklein, MA Cynthia Zagar, LMSW

Staff Retention. August 7, 2015 Brandi Alexander, BSW Michelle R. Datema, MS RN Rita Trinklein, MA Cynthia Zagar, LMSW Staff Retention 1 August 7, 2015 Brandi Alexander, BSW Michelle R. Datema, MS RN Rita Trinklein, MA Cynthia Zagar, LMSW 2 Who are we? 3 Who are you? 4 Cost of Staff Turnover Finding, hiring, and training=

More information

BRINGING MORE HUMANITY TO RECOGNITION, PERFORMANCE, AND LIFE AT WORK

BRINGING MORE HUMANITY TO RECOGNITION, PERFORMANCE, AND LIFE AT WORK BRINGING MORE HUMANITY TO RECOGNITION, PERFORMANCE, AND LIFE AT WORK 2017 Survey Report EXECUTIVE SUMMARY Since Globoforce launched the WorkHuman movement, the concept of working human bringing more humanity

More information

Introducing Leadership Alchemy

Introducing Leadership Alchemy Introducing Leadership Alchemy Growing Future Leaders and Ambassadors of Positive Change September 2004 Gail S. Williams, Program Director NASA Goddard Space Flight Center Code 150 Greenbelt, MD 20771

More information

PRODUCTIVITY, PERFORMANCE AND THE HEALTHY WORKPLACE

PRODUCTIVITY, PERFORMANCE AND THE HEALTHY WORKPLACE PRODUCTIVITY, PERFORMANCE AND THE HEALTHY WORKPLACE Objectives: Identify productivity measures Identify individual performance measures Integrate productivity and performance measures for a healthy workplace

More information

STÄMPFLI GROUP THE STÄMPFLI CORPORATE CULTURE

STÄMPFLI GROUP THE STÄMPFLI CORPORATE CULTURE STÄMPFLI GROUP THE STÄMPFLI CORPORATE CULTURE THE STÄMPFLI CORPORATE CULTURE Our corporate culture encourages the right of employees to have a say and to help shape the company as well as promoting health,

More information

SEVEN WAYS TO INCREASE EMPLOYEE ENGAGEMENT

SEVEN WAYS TO INCREASE EMPLOYEE ENGAGEMENT SEVEN WAYS TO INCREASE EMPLOYEE ENGAGEMENT Without Giving a Raise Dr. Joe Folkman Co-Founder and President Zenger Folkman Poll #1 Would a Raise Make You Happy? If you got an unexpected raise today would

More information

You might ask: why would I want to build trust anyway? Employees are here to do their job, full stop. What does it matter if they trust me or not?

You might ask: why would I want to build trust anyway? Employees are here to do their job, full stop. What does it matter if they trust me or not? Keith Ayers ABOUT THE AUTHOR Keith Ayers is the Founder and CEO of Intégro Leadership Institute, author of Engagement is Not Enough: You Need Passionate Employees to Achieve Your Dream (Elevate, July 2008),

More information

Meeting the ICF Core Competencies Through The Equine Assisted Coaching Experience

Meeting the ICF Core Competencies Through The Equine Assisted Coaching Experience Meeting the ICF Core Competencies Through The Equine Assisted Coaching Experience by Lisa Murrell www.equinealchemy.com The experience of working with horses requires a relationship with another being.

More information

Soft Skills. **Chart developed by the Seattle Jobs Initiative s Performance Skills Coalition, comprised of employer partners.

Soft Skills. **Chart developed by the Seattle Jobs Initiative s Performance Skills Coalition, comprised of employer partners. 1 Soft skills are habits, attitudes and personality traits that are increasingly important in the workplace. In fact, many of today s employers rank soft skills above technical skills. Part of the employment

More information

Mentoring. Mentor Training

Mentoring. Mentor Training Mentor Training If you are not developing your people, who do you think is? BUSINESS CASE Develop a foundation for growth and development of high potentials in EAME Create a strong pipeline of leadership

More information

Tenets of our inclusive culture

Tenets of our inclusive culture June 2017 Connect, Belong and Grow Our vision is to foster an inclusive culture at Deloitte where all of our people can Foster sense of community Enable sense of purpose Instill a culture of courage Inclusive

More information

MANAGER AS A COACH. Michelle Frederick American University. Worksheets. Presented by

MANAGER AS A COACH. Michelle Frederick American University. Worksheets. Presented by MANAGER AS A COACH Presented by Michelle Frederick American University Worksheets INSTRUCTIONS: Take a moment and reflect on the individual you have worked with or known that motivated you to learn, develop

More information

MODULE 4 List and evaluate your personality traits to indicate self-understanding.

MODULE 4 List and evaluate your personality traits to indicate self-understanding. Student name: Date: MODULE 4 List and evaluate your personality traits to indicate self-understanding. Objectives: A. Define personality traits. B. Know examples of major personality traits. C. Evaluate

More information

Mitigating Implicit Bias in Interviewing

Mitigating Implicit Bias in Interviewing Mitigating Implicit Bias in Interviewing Implicit Bias and Stereotype Threat A quarter century ago, most psychologists believed that human behavior was primarily guided by conscious thoughts and feelings.

More information

Help! Who are my influencers?

Help! Who are my influencers? Traackr Help! Who are my influencers? A marketer s toolkit for understanding influence in the customer journey How do I find the right influencers to create positive impact for my business? Hello Marketer!

More information

Executive Coaching. Jessica Martin Coaching Navigating your pathway to success

Executive Coaching. Jessica Martin Coaching Navigating your pathway to success Executive Coaching Jessica Martin Coaching Navigating your pathway to success What Is Coaching? Goal-oriented, forward focused and positive. It is not counselling! The premise is the client is already

More information

Mentors: Measuring Success

Mentors: Measuring Success Mentors: Measuring Success Your success is measured by many milestones. Your Mentee may realize for the first time that he/she has potential is confident and self-assured values education and the learning

More information

Building a Culture of Employee Engagement in Government

Building a Culture of Employee Engagement in Government Building a Culture of Employee Engagement in Government Introduction Bob Lavigna Director Institute for Public Sector Employee Engagement CPS HR Consulting 2 What We ll Cover 1. What is employee engagement

More information

WANT TO HELP NEW LEADERS? 2015 ADMINISTRATIVE TEAM CONFERENCE

WANT TO HELP NEW LEADERS? 2015 ADMINISTRATIVE TEAM CONFERENCE WANT TO HELP NEW LEADERS? 2015 ADMINISTRATIVE TEAM CONFERENCE WELCOME WRITE DOWN THREE THING YOU THINK EVERY NEW LEADER NEEDS Why New Troop Mentors Are Essential Through the strategic learning process,

More information

steps for brand clarity + authenticity mezzanine.co transformation application of brand expression expression expression expression expression

steps for brand clarity + authenticity mezzanine.co transformation application of brand expression expression expression expression expression 2.3 visual expression mezzanine.co 1 / 13 steps for brand clarity + authenticity 2.4 internal expression 3.0 transformation phase 3.1 application of brand conscious branding phase delivery resource conscious

More information

Let the 5 Languages of Appreciation Work For You. Amy Blackman, CPRP VP of Member Resources City of West Palm Beach Parks and Recreation

Let the 5 Languages of Appreciation Work For You. Amy Blackman, CPRP VP of Member Resources City of West Palm Beach Parks and Recreation Let the 5 Languages of Appreciation Work For You Amy Blackman, CPRP VP of Member Resources City of West Palm Beach Parks and Recreation Learning Outcomes Define each of the 5 languages of appreciation.

More information

Leadership and Management Skills

Leadership and Management Skills Leadership and Management Skills Fred Gratto fred.gratto@sfcollege.edu Santa Fe College Technical skills and experience are the cost of getting into the game. However, what separates the extraordinary

More information

,-./-*&*!012,!3)&+$#$&.$!

,-./-*&*!012,!3)&+$#$&.$! Are you a Boss or a Leader? Effective Leadership!!! "#$%$&'$(!')!*''$&($$%!)+!!,-./-*&*!012,!3)&+$#$&.$! by Christine Corelli, Author, Speaker Copyright, 2012 Christine Corelli & Associates, Inc. All Rights

More information

Workplace. State of the American. The State of the American Workplace ANNAMARIE MANN. Workplace Analytics Practice Manager

Workplace. State of the American. The State of the American Workplace ANNAMARIE MANN. Workplace Analytics Practice Manager The State of the American Workplace State of the American ANNAMARIE MANN Workplace Workplace Analytics Practice Manager 2 Copyright 2017 Gallup, Inc. All rights reserved. The key to an organization s growth

More information

Managing people through change

Managing people through change Managing people through change 5 essential skills for helping people deal with change successfully Change is natural and necessary for organisational survival, but is one of the most upsetting and stressful

More information

Graduate. trainee scheme

Graduate. trainee scheme Graduate trainee scheme Who are we? SEPA has a big ambition. Want to know why? As a forward thinking environment protection agency (EPA) we need to be ready to meet the significant challenges of the 21st

More information

The Power of Personal Branding for Career Success. Karen Wensley

The Power of Personal Branding for Career Success. Karen Wensley The Power of Personal Branding for Career Success Karen Wensley Why should you develop your Personal Brand? You already have a brand You may not know what it is It may not be accurate It may not be the

More information

Determining Your Performance Evaluation Mindset

Determining Your Performance Evaluation Mindset Determining Your Performance Evaluation Mindset You should respond to this quiz as you actually think. The result of this quiz does not need to be shared. Answer each question true (T) or false (F) 1.

More information

City of Madison. Women s Leadership Series LEADERSHIP ASSESSMENTS. DAY 5: June 28, 2016

City of Madison. Women s Leadership Series LEADERSHIP ASSESSMENTS. DAY 5: June 28, 2016 City of Madison Women s Leadership Series DAY 5: June 28, 2016 LEADERSHIP ASSESSMENTS Presented by: Krista R. Morrissey ASSESSMENTS AS A TOOL Assessments are a tool to highlight areas of strength and

More information

Searching for the Wizard of Oz at Work (and at Home) Gary Moore

Searching for the Wizard of Oz at Work (and at Home) Gary Moore Searching for the Wizard of Oz at Work (and at Home) Gary Moore gmoore@ncsu.edu What Makes a Good Conference? I am challenged to think I pick up one new idea So my goal is to get you to think and perhaps

More information

Strategic Leadership Workshop

Strategic Leadership Workshop Strategic Leadership Workshop Topics of Discussion Aligning business strategy, culture and people strategy Management vs. leadership Topics of Discussion Strategic Leadership Pillars Truth or Limiting

More information

MANAGER WORKSHOP. Colleague Engagement at University of Salford

MANAGER WORKSHOP. Colleague Engagement at University of Salford MANAGER WORKSHOP Colleague Engagement at University of Salford THE NEXT COUPLE OF HOURS Colleague Engagement What it is and why it matters Not a Trivial Pursuit Exploring the 7 behaviours, attitudes and

More information

One-on-One Template

One-on-One  Template One-on-One Email Template How to get your employees to buy into One-on-Ones: Use the cover letter provided to email to your employees to explain the process The Benefits of Regular One-on-Ones: One-on-Ones

More information

Successful Restaurant Management. Introduction. Many restaurants fail each year due to managers who are simply unaware of the

Successful Restaurant Management. Introduction. Many restaurants fail each year due to managers who are simply unaware of the Successful Restaurant Management Introduction Many restaurants fail each year due to managers who are simply unaware of the mistakes they are making. Every restaurant is different and the employees in

More information

I experience conflict in the health-care setting

I experience conflict in the health-care setting Denise A. Kish Christian Health Care Center Director, Organizational Development and Service Excellence October 2011 I experience conflict in the health-care setting 1. Never 2. Sometimes 3. Frequently

More information

Capt. Kelly McCarthy Lino Lakes Police Department Desk: Cell:

Capt. Kelly McCarthy Lino Lakes Police Department Desk: Cell: Capt. Kelly McCarthy Lino Lakes Police Department kelly.mccarthy@ci.lino-lakes.mn.us Desk: 651-982-2302 Cell: 651-335-6508 Goals of this discussion: Provide some insight into your new role Provide some

More information

A CEO s perspective. The successful non-executive board member is passionate and engaged without stepping over the critical line

A CEO s perspective. The successful non-executive board member is passionate and engaged without stepping over the critical line John Pettigrew, National Grid CEO The successful non-executive board member is passionate and engaged without stepping over the critical line In Search of the Extraordinary Executive 10 keys to becoming

More information

Primer on Coaching and Mentoring. PG page 1

Primer on Coaching and Mentoring. PG page 1 Primer on Coaching and Mentoring PG page 1 Objectives Understand the similarities and differences between Coaching and Mentoring. Establish a coaching relationship using the five-step preparation process.

More information

Turning Feedback Into Change

Turning Feedback Into Change White Paper FEEDBACK Turning Feedback Into Change The key to improving personal success Thought leader, Joe Folkman describes a model consisting of three elements to help accept feedback from others and

More information

SERIES. Participant s Workbook

SERIES. Participant s Workbook VOLUNTEER MANAGEMENT SERIES Participant s Workbook Special Olympics Volunteer Management Series ACKNOWLEDGEMENTS The Special Olympics Volunteer Management Series has been made possible with the help and

More information

HOW TO KEEP EMPLOYEES MOTIVATED, EVERY SINGLE DAY

HOW TO KEEP EMPLOYEES MOTIVATED, EVERY SINGLE DAY HOW TO KEEP EMPLOYEES MOTIVATED, EVERY SINGLE DAY P L A N N I N G, C O N D U C T I N G, A N D G E T T I N G R E S U L T S Through my own research and a LOT of trial and error, I have identified 16 keys

More information

Agenda. Last Module Handling Objections. Creating a Sense of Urgency. Best Way to Create a Sense of Urgency 4/13/2015

Agenda. Last Module Handling Objections. Creating a Sense of Urgency. Best Way to Create a Sense of Urgency 4/13/2015 Agenda Training, Module 6 Creating a Sense of Urgency Dealing with the top objections Don t want to give financials Questions and Answers at the End Training Modules Series Worth Unlimited Dr. Joan Haakonstad

More information

Nelson Mandela s Influence Using Organizational Behaviour Techniques

Nelson Mandela s Influence Using Organizational Behaviour Techniques Nelson Mandela s Influence Using Organizational Behaviour Techniques Leadership and Motivation Megan Latzkowski A leader is like a shepherd. He stays behind the flock, letting them go out ahead, not realizing

More information

zapp! Empowerment Notebook School Admin Professionals Workshop

zapp! Empowerment Notebook School Admin Professionals Workshop Empowerment Notebook The problem as I see it: My boss wants more Because management needs more Because the customers demand more Because the competitors are delivering more But I can t get my people to

More information

THE FOLLOWER PROFILE. The Performance and Relationship Questionnaire

THE FOLLOWER PROFILE. The Performance and Relationship Questionnaire THE FOLLOWER PROFILE And The Performance and Relationship Questionnaire William E. Rosenbach, Ph.D. Research and Technical Support Provided by Dr. Ruediger Mueller, CTP Copyright 2007, 2008, by William

More information

The New Workforce ESSENTIAL INSIGHTS FOR EFFECTIVE ENGAGEMENT AND COACHING OF THE MILLENNIAL MINDSET. September, 2016 Las Vegas, Nevada

The New Workforce ESSENTIAL INSIGHTS FOR EFFECTIVE ENGAGEMENT AND COACHING OF THE MILLENNIAL MINDSET. September, 2016 Las Vegas, Nevada The New Workforce ESSENTIAL INSIGHTS FOR EFFECTIVE ENGAGEMENT AND COACHING OF THE MILLENNIAL MINDSET September, 2016 Las Vegas, Nevada PRESENTED BY JOSH ALLISON, CUDE Oh hi, nice to meet you! Horizon

More information

WHY EMPLOYEE ENGAGEMENT MATTERS. Kathy Bowersox

WHY EMPLOYEE ENGAGEMENT MATTERS. Kathy Bowersox WHY EMPLOYEE ENGAGEMENT MATTERS By Kathy Bowersox Are your employees engaged? Do you know if they are? Do you care? How relevant is employee engagement in terms of business success? In a word, VERY! If

More information

Leadership Agility Profile: 360 Assessment. Prepared for J. SAMPLE DATE

Leadership Agility Profile: 360 Assessment. Prepared for J. SAMPLE DATE Prepared for J. SAMPLE About this Report Introduction LEADERSHIP that special quality that enables leaders to achieve extraordinary success. In today's uncertain world the need for leadership is at an

More information