Building A Team Who Will Walk Through Walls for You Presented by: Sarah Hanna CEO

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1 Building A Team Who Will Walk Through Walls for You Presented by: Sarah Hanna CEO 252 W. Market Street Tiffin, Ohio ext sarahhanna@ecsbillingnorth.com

2 A workplace approach resulting in the right conditions for all members of an organization to give of their best each day, committed to their organization's goals and values, motivated to contribute to organizational success, with an enhanced sense of their own well-being.

3 Gallup estimates that actively disengaged employees costs the U.S. $483 - $605 Billion each year in lost productivity.

4 51% of U.S. employees say they are actively looking for a new job or watching for openings 2017 Gallup

5 91% of U.S. employees have a grass is greener mentality 2017 Gallup

6 Gallup analysis shows that the longer people stay at their job, the more likely they are to strongly agree they have opportunities to do what they do best every day (3rd element of engagement). Organizations could be losing many workers before these individuals have a chance to realize their full potential.

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10 Perks, Benefits, Incentives Oh My! If employees don t have great managers, if they don t know what s expected of them or if they are not in roles that match their talents, then the longest possible list of perks is not going to be a cure-all. Hence the need for ENGAGEMENT

11 Engagement-Profit-Chain Engaged employees lead to: Higher service, quality, and productivity which leads to Higher customer satisfaction, which leads to Increased sales, (repeat business & referrals) which leads to Higher levels of profit, which leads to Higher shareholder returns - Kevin Kruse

12 Companies with engaged workers have 6% higher net profit margins Towers Perrin research

13 Interview with Jim Whitehurst, President and Chief Executive of Red Hat - 3/10/2012 Best advice he received was that for any business there are three levels of leadership: 1. Getting somebody to do what you want them to do. 2. Getting people to think what you want them to think; then you don t have to tell them what to do because they will figure it out.

14 Interview with Jim Whitehurst, President and Chief Executive of Red Hat 3/10/ The best is getting people to believe what you want them to believe, and if people really fundamentally believe what you want them to believe, they will walk through walls. They will do anything.

15 Interview with Jim Whitehurst, President and Chief Executive of Red Hat - 3/10/2012 Using social media (instant messaging) as a way for employees to have a seat at the table in decision making. An internal forum to allow debate on an issue and allowing people to have their say.

16 Interview with Jim Whitehurst, President and Chief Executive of Red Hat - 3/10/2012 Let debate happen, and let it kind of burn its way out, with people offering their opinions on both sides of an issue. And then you say: We ve listened to all of this. We ve taken it into consideration and here s what we re going to do.

17 Interview with Jim Whitehurst, President and Chief Executive of Red Hat 3/10/2012 Even-the most ardent people opposing whatever decision is ultimately made will at least think: I had my say. You heard me, and you told me why you made the decision. It does not have to be a democracy.

18 Interview with Jim Whitehurst, President and Chief Executive of Red Hat - 3/10/2012 As long as employees are involved they will accept virtually any decision. They may say, We don t like it, and we still don t agree with that. But you listen and you come back with a wellreasoned answer.

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20 Definition: Employee engagement is the emotional commitment the employee has to the organization and its goals.

21 This emotional commitment means engaged employees actually care about their work and their company. They don't work just for a paycheck, or just for the next promotion, but work on behalf of the organization's goals.

22 12 Elements of Engagement 1. I know what is expected of me at work. 2. I have the materials and equipment I need to do my work right. 3. At work, I have the opportunity to do what I do best every day. 4. In the last seven days, I have received recognition or praise for doing good work.

23 12 Elements of Engagement 5. My supervisor, or someone at work, seems to care about me as a person. 6. There is someone at work who encourages my development. 7. At work, my opinions seem to count. 8. The mission or purpose of my company makes me feel my job is important.

24 12 Elements of Engagement 9. My associates or fellow employees are committed to doing quality work. 10. I have a best friend at work. 11. In the last six months, someone at work has talked to me about my progress. 12. This last year, I have had opportunities at work to learn and grow.

25 1. I know what is expected of me at work The most effective managers: Define and discuss both the explicit and implicit expectations for the employee's role and the team Paint a picture of outstanding performance Help employees understand how their work aligns with the work of their team members, business area and organization Partner with their employees to set expectations Frequently provide formal and informal feedback to help employees reach their goals

26 2. I have the materials and equipment I need to do my work right The most effective managers: Ask for and listen to their employees' needs Advocate for those needs when organizational funds are required Communicate transparently about what can and cannot be provided

27 3. At work, I have the opportunity to do what I do best every day The most effective managers: Build a performance development environment where there is ongoing dialogue, awareness and recognition of strengths Talk to each employee about the unique value they provide to their team and organization Make regular adjustments to align work, when possible, with team members' strengths

28 4. In the last seven days, I have received recognition or praise for doing good work The most effective managers: Learn how employees like to be recognized Praise people for doing good work and achieving their goals while emphasizing why the recognized act was important Along with leaders, promote a recognition-rich environment with praise coming from multiple sources at multiple times

29 5. My supervisor, or someone at work, seems to care about me as a person The most effective managers: Invest in employees through awareness, time and intention Get to know the individual, acknowledge their achievements, hold performance conversations, conduct formal reviews and, above all, show respect for the employee as an individual Create opportunities for development and career growth while fostering an environment for team collaboration and cohesion

30 6. There is someone at work who encourages my development The most effective managers: Define goals, demonstrate improved performance and assess progress toward achieving goals Collaborate to discuss the employee's professional growth and development more than once a year Have ongoing conversations Create opportunities to learn, grow, acquire new skills, try different ways of doing work and take on exciting challenges

31 7. At work, my opinions seem to count The most effective managers: Promote open, creative dialogue Encourage new ideas that can positively influence business results Provide open and honest feedback on opinions and ideas, advocating for good ones and addressing unfeasible ones Create feedback loops so employees feel involved in decisionmaking processes

32 8. The mission or purpose of my company makes me feel my job is important The most effective managers: Bring the big picture to life for employees by cultivating a feeling of purpose Clarify and promote the organization's mission to team members Help employees discover how their role and daily tasks contribute to the realization of the organization's mission Create opportunities for employees to share stories and mission moments

33 9. My associates or fellow employees are committed to doing quality work The most effective managers: Establish performance and accountability standards and ensure that all team members are held responsible for them Foster an environment that consistently produces high-quality work by outlining quality standards for each task or function Confirm that new team members know the importance of quality, recognizing employees who do high-quality work and having each team member share their expectations for quality work during team meetings

34 10. I have a best friend at work The most effective managers: Look for opportunities to get their team members together for events Encourage people to share stories about themselves Plan time to socialize when it will not disrupt customers or work

35 11. In the last six months, someone at work has talked to me about my progress The most effective managers: Modify their feedback to fit the employee's personality, circumstances and potential Regularly check in with employees and communicate how they are performing in their roles Clarify job expectations, develop and track performance metrics, learn about employees' goals, and find creative ways to help employees reach their goals

36 12. This last year, I have had opportunities at work to learn and grow The most effective managers: Find ways to challenge employees in positive ways Assess current employees' capabilities, look for ways to align those capabilities with long-term goals and aspirations, and develop shortterm goals Create learning opportunities at the individual level that are relevant to a larger, individual development plan and frequently check in on employees' progress, asking them what they are learning and how often they are applying it to their roles Help employees see the value in new opportunities and encourage them to take on new responsibilities -- or even new roles -- that can elevate the individual's talents

37 Coaching vs. Managing If organizations want to engage their employees, the best place to start is by developing manager s abilities to coach.

38 Teaching managers to be a coach begins with helping them develop the communication, managerial and people skills needed to connect with their team, understand their needs, become an active part of their performance and individualize each team member s development.

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40 In Conclusion 1. Engaged employees net higher productivity and profitability. 2. Evaluate your organization and team based on the 12 Elements of Engagement. 3. Use coaching techniques in your management practices. 4. Continually assess and change course when necessary.

41 References State of the American Workplace ; Gallup Corner Office by Adam Bryant, Interview with Jim Whitehurst, President and Chief Executive of Red Hat 3/10/2012 Motivating Your Team: 25 Ways to Increase Engagement ; Office Team 2013 Keeping the Good Ones ; Media Partners Corporation People First ; Jack Lannon; Grace World Publishing 2003 The Advantage: Why Organizational Health Trumps Everything Else In Business ; Patrick Lencione; Jossey-Bass Publishing

42 Thank You for Your Time Sarah Hanna CEO, ECS North ext