MANAGER WORKSHOP. Colleague Engagement at University of Salford

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1 MANAGER WORKSHOP Colleague Engagement at University of Salford

2 THE NEXT COUPLE OF HOURS Colleague Engagement What it is and why it matters Not a Trivial Pursuit Exploring the 7 behaviours, attitudes and characteristics of the engaging manager The Best Companies introduction 8 Factors MC 3 Best Companies Conversations

3 Colleague Engagement is a workplace approach that ensures that employees are committed to their organisations goals and values, motivated to contribute to organisational success and are able at the same time to enhance their own sense of well-being. *Engage for Success (a UK wide movement committed to the idea that there is a better way to work)

4 Only one third of UK employees say that they are actively engaged at work Tower Watson (2012)

5 20 million employees say that they are not delivering their full capability or realising their potential at work MacLeod and Clarke (2009) Engaging for Success report

6 To win customers and a bigger share of the marketplace companies must first win the hearts and minds of their employees. State of the Global Workplace 2013, Gallup Report

7 The end of spin Modern colleagues hate spin. Colleagues are attuned to any mismatch between what the organisation says to the external world and the reality of what is going on in the organisation. Social Media has transformed what the organisation can and can t say.

8 Individualisation Our Colleagues have a strong sense of self. They want more and demand more. They want more input, more responsibility. They want better work-life balance, the opportunity for career advancement for interesting and challenging work. Our colleagues are no longer just grateful to have a job.

9 What s going on in most organisations Not fit for purpose structures Generally, work tasks and colleague attitudes have changed, but our work approaches haven t. We are still largely operating on the Taylorism principles introduced in the early 1900 s.

10 Carrots and Sticks Rewards (carrots) Salary Punishments (sticks) Written/verbal warning Bonus Demotion Promotion Refused Promotion Awards Withheld Bonus Office Location Dismissal

11 Daniel H Pink proposes that carrot and stick approaches to performance can: Extinguish intrinsic motivation Diminish performance Crush creativity Encourage cheating, shortcuts and unethical behaviour Crowd out good behaviour Become addictive Foster short-term thinking Carrots and sticks are so last century for 21st-century work we need to upgrade to autonomy, mastery and purpose

12 Colleague engagement is not about having a people strategy. It s a unwavering belief that people are the strategy.

13 An organisation does not have a vision, a culture, goals or strategies. It cannot communicate, compete or grow. It s the people that do that.

14 Why is being an engaging manager not a trivial pursuit?

15 80% of the attitudes and beliefs an employee has about their organisation is driven by their experiences of their immediate line manager Smith (2011) Bosses look to hearts and minds

16 In our Carrot & Stick organisations many managers are still operating in the I say, you do zone

17 Getting the task done is STILL the primary focus for many managers. Managing and Developing Team Behaviours Focus on coaching and learning And the cost is a engagement sapping deficit on developing, listening and motivating people. Focussing on getting the task done, gets the task done. But it does not result in engaged employees. Getting the Task done *Eorly & Mosakowski (2010)

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19 Top Management Behaviour: 1. Recognition

20 Only 41% of employees say they get enough praise and recognition to keep them happy MacLeod and Clarke

21 Recognition (or lack of) directly impacts a colleague s level of engagement. Feeling unrecognised and undervalued is one of the biggest reasons why employees leave their organisations managers. MacLeod and Clarke

22 As well as saying thank you feedback is a powerful recognition tool. MacLeod and Clarke

23 43% of highly engaged employees receive feedback at least once a week MacLeod and Clarke McCleod and Clarke (2009)

24 People operate their own unique map of the world (the map is not the territory)

25 There is no failure, only feedback NLP Presupposition

26 Colleagues will be more engaged if they feel comfortable sharing their honest feelings and thoughts with you Ask for feedback, learn to take it constructively. Remember perception is reality.

27 Top manager behaviour: 2. Communication

28 96% of employees want their leaders to be good communicators, however only 43% believe that they are Towers Perrin Global Workforce Survey (2006, 2012)

29 The meaning of a communication is the response that you get NLP Presupposition

30 It s no longer enough for people to know what to do, they need to understand why Link roles with organisational Vision Demonstrate how tasks align with the service strategy Answer the WIIFM question

31 Passion is contagious If you do not communicate passionately about your job, the company vision or your role in achieving it you will never inspire and engage your team. Disengaged Managers are 3 times more likely to have disengaged employees!

32 Top Manager behaviour: 3. Show you care

33 Employees who think that their senior managers care about them are three times more likely to be engaged than those that do not think this

34 Top manager Behaviour: 4. Stop and Listen

35 Employees who feel that they re genuinely listened to by their managers are also 21 times more likely to feel committed to their company

36 Seek first to understand, and then to be understood. Most people do not listen with the intent to understand; they listen with the intent to reply. ~ Stephen Covey 7 Habits of Highly Successful People

37 Practice listening at the higher levels of the listening ladder. Folks love a good listening to it improves our sense of self worth and value active empathic selective data only biased pretend passive

38 Top manager Behaviours: 5. Integrity

39 Only 31% of employees feel that their manager communicates openly and honestly McCLeod and Clarke (2009)

40 Too many managers are playing at being managers? Lack of authenticity leads to low levels of trust.

41 53% of employees felt that being authentic at work might have negative consequences Quantum Workplace Study

42 When people feel that their work environment actively encourages them to be themselves and operate in alignment with their values, they are more engaged

43 Top manager behaviour: 6. Be emotional

44 In a study of skills that distinguish star performers in every field the single most important factor was emotional intelligence. Daniel Goleman

45 Many managers are very uncomfortable with recognising and dealing with emotions effectively.

46 Emotions have to be managed in the workplace not ignored. When you go to work you don t leave them at the door

47 Emotional intelligence is strongly correlated with colleague engagement because engagement is about relationships and relationships are built on emotions. Perceived control Connectedness (number and depth of relationships) Perceived progress Meaning (being part of something bigger than yourself)

48 Reproduced by kind permission of Lucy Ryan Emotions are important indicators of performance Positive and Negative Emotions The energy quadrants

49 Top manager behaviour: 7. Develop yourself & others

50 64% of people say they have more to offer in skills and talents than they are currently being asked to demonstrate at work. McCloed and Clarke (2009)

51 Nearly half of employees say their line manager rarely or never coaches them. CIPD Who learns at work?

52 How much of your day do you consciously dedicate to developing the skills and abilities of your team? How much time in a week do you dedicate to developing your management skills?

53 Colleagues who have the opportunity to focus on their strengths everyday are 6 times more likely to be engaged in their jobs. (Gallup 2012)

54 (Mihaly Czikszentmihalyi, Finding Flow 1997)

55 Engaging Manager Behaviours Let s Recap 1. Recognition 2. Communication 3. Show you care 4. Integrity 5. Stop and listen 6. Be emotional 7. Develop yourself and others

56 INTRODUCING BEST COMPANIES

57 WHY BEST COMPANIES? The one to achieve Current thinking Benchmark ourselves Access to best practice Useful breakdown of data Tools & resources to support and improving

58 BEST COMPANIES: 8 FACTORS OF ENGAGEMENT?

59 BEST COMPANIES. KEY TO ENHANCING ENGAGEMENT? ORGANISATIONAL CLARITY MC 3 METHODOLOGY Leadership Clarity on direction & strategy Managers (and Leaders) creating energy & building relationships

60 ORGANISATIONAL CLARITY

61 WHY MANAGERS people don t leave companies, they leave managers MC 3 Methodology designed to help managers adopt the 4 key behaviours proven to impact workplace engagement

62 WHAT DO BEST COMPANIES LOOK FOR IN OUR MANAGERS? MC 3 MOTIVATING CONVERSING CONSIDERING CARING

63 MC3

64 BEST COMPANIES PLAN OF ACTIVITY

65 JAN/FEB: BEST COMPANY INTRODUCTION CONVERSATIONS Have a conversation with your team by 19 th Feb. What is Best Companies What are the 8 Factors What do your teams think now?

66 FEB: FULL RESULTS. MANAGER CONVERSATION CASCADE Manager conversation with teams exploring the University and local results Appoint Action Group representatives to work on a Factor with others across the University

67 MARCH/EARLY SPRING: ACTION GROUPS Team/Dep't/school representatives to work cross University, with others on the 8 factors Meet monthly Carry out actions, supported by you Work with your team to raise results in that area

68 YOUR BEST COMPANIES CONVERSATIONS Consider your Best Companies conversation session. When do I want to hold my session? Who needs to be there/what will I do so that everyone can get there? Who do I need to liaise/collaborate with? Thinking about MC 3 what behaviours do I want to demonstrate in the session?

69 NEXT STEPS More to come in Leading a high performance culture Bridge Partnership: Invitation to workshops Action Learning Sets Collective ownership of culture and information share Manager who couldn t attend Support in conversations

70 An NLP term: If you always do what you ve always done, you ll always get what you ve always got NLP Presupposition