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.
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
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
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.
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
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.
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
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?
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