Engaging Teams for Effective Change

Transcription

1 Engaging Teams for Effective Change Shelly R. Schwane, Manager 1 Learning objectives 1 Discuss best practices in engaging program and admin staff in critical projects and change efforts 2 Understand how generational differences affect team dynamics 3 Discuss approaches, tools, and practices for engagement and team leadership 2 About you What did you come here to accomplish? Why are building strong teams important to YOUR program, agency and families? 3 NHSA: Effective Teams 1

2 What is an engaged team member? People who are fully involved in and enthusiastic about their jobs! Engaged employees have been proven to drive sustainable growth by: STAYING, SAYING, STRIVING 4 Program impact Q: This percent of engaged employees believe that they can positively affect customer service (versus 27% of disengaged employees): 1. 30% 2. 39% 3. 54% 4. 65% 5. 72% 5 And if that isn t enough Goodco.org 6 NHSA: Effective Teams 2

3 But Head Start doesn t pay enough! In 88% of voluntary turnovers, something besides money is the root cause. Saratoga Institute 7 Dan Pink: Drive! 8 Engagement opportunities Autonomy Mastery Purpose Progress Focus goals on people and programs that can actually achieve them Provide the goal and the resources; get out of the way Choose to be great at some things, not everything Only spend time & money developing capabilities in those things Link all goals, programs, and projects to the vision and mission Be serious about the contribution motive link people and jobs to goals Involve people in defining goals and outcomes; unleash some creativity Measure and keep score Reward small wins and really celebrate big wins (dramatically) 9 NHSA: Effective Teams 3

4 Team engagement as a strategy Team and employee engagement is the active cultivation of discretionary effort: When employees have choices they will act in your team s best interest. 10 Effort: strive to improve Anchor Question: I am always thinking about ways to do my job better. Atlas & Your Key Employees: The ones who know the depths of the whole sea, and keep the tall pillars who hold heaven and earth asunder. 11 Measure to Improve Prepare Pulse Begin with a survey to create a valid baseline and segment teams/groups in the organization Focus Act Measure Measure Act Focus Pulse 12 NHSA: Effective Teams 4

5 Opportunities aplenty 13 Shared vision Allows people to go above and beyond Increases buy in, reduces enforcement Increases creativity and solutions 15 NHSA: Effective Teams 5

6 Vision Job Self Assessment Long-Range Goals Shared Vision Community Needs Assessment Program Plans MY JOB 16 Then we have these 4 generations The Silent Generation Born: Share of adult pop.: 11% Share non-hisp. white: 79% The Baby Boom Generation Born: Share of adult pop.: 31% Share non-hisp. white: 72% Generation X Born: Share of adult pop.: 27% Share non-hisp. white: 61% The Millennial Generation Born: After 1980 Share of adult pop.: 31% Share non-hisp. white: 57% 17 Whose engagement driver? 1. I feel I am valued in this organization. 2. I have confidence in the leadership of this organization. 3. I like the type of work that I do. 4. Most days, I feel I have made progress at work. 5. This organization treats me like a person, not a number. Center for Generational Kinetics, LLC 18 NHSA: Effective Teams 6

7 The swing: 2010 to 2020 Workforce Demographics Projections: 2010 & 2020* Traditionalists Boomers X ers Millennials 10% 2% 21% Traditionalists Boomers X ers Millennials Globals 51% 16% *Projected data 19 In 2016 Millennials surpassed the Boomers to become the largest share of the American workforce. - Pew Research The swing: 2020 and beyond 20 Millennials are far less trusting 21 NHSA: Effective Teams 7

8 Engage in Teams Work Ethic of Silents - Accountability Shared Vision Optimism of Boomers - Positivity Skepticism of Gen X - Honesty Enthusiasm & Self Confidence of Mil - Inspiring 22 Going a step deeper: Culture years of engagement emphasis Isolated progress & limited global impact 35 Gallup Engagement Study Results % of Engaged Employees 24 NHSA: Effective Teams 8

9 Culture and climate Organizational Culture The way we are expected to do things around here System of shared values and assumptions (Ideal Culture) that can lead to behavioral norms & expectations (Current Culture) Organizational Climate The way things are around here Shared perceptions and attitudes about the organization 25 Culture and climate Climate Clarity of Mission Management Actions Work Environment Managing Change Culture Take on Challenging Tasks Know the business Proactively share ideas Never make a mistake Teamwork Strategy / Goals Involvement Perks / Benefits Check with boss Not rock the boat Plan Ahead Point out flaws 26 The language of expectations Constructive Aggressive Passive 27 NHSA: Effective Teams 9

10 Three clusters of behavior Constructive Cultures promote effective goal setting and achievement, growth and learning, and teamwork and collaboration. Aggressive/Defensive Cultures lead to internal competition, management by exception, and short-term emphasis as opposed to long-term effectiveness. Passive/Defensive Cultures lead to conformity, rigidity, and lack of team member accountability and initiative. Circumplex research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D. Copyright 2015 by Human Synergistics International. All rights reserved. Copyright by Human Synergistics International. All Rights Reserved Making culture personal The thoughts in your head Constructive Passive / Defensive Aggressive / Defensive 29. Copyright by Human Synergistics International. All Rights Reserved. Making culture personal Constructive Passive / Defensive Aggressive / Defensive Example forces Clear mission Supportive boss Clear job design & systems Effective training Excellent communication Many others 30. Copyright by Human Synergistics International. All Rights Reserved. NHSA: Effective Teams 10

11 The secret to culture change 1. Focus on problem, challenge or goal; don t focus on directly changing culture 2. Engage teams in implementing solutions and exhibiting specific new behaviors 3. Results (or consequences) are necessary for a sustained period of time to form a new cultural attribute 4. Intentionally drive shared learning and mutual experience 31 Time to get to work Identify top program/systems priorities 32 Build constructive muscles 33 NHSA: Effective Teams 11

12 Successful constructive shift Our mission and our #1 improvement priority are clear The initial vision for our improvement priority is clear and is connected to my job The key expected behaviors we are focused on consistently showing as we work together on our priority are clear Strategic priorities for our priority are clear They need me I enjoy my work I am learning We re close to meeting our goals My work matters The primary measure for our priority is clear We are tracking progress on our priority in my department We have regular formal & informal communication about our priority improvement plans I was involved in defining some of our goals / plans for my work and beyond Our team members are consistently recognized for good work related to our mission priority 34 Coaching & Development 35 What are the barriers? Not willing Reinforce and Reward Not able to it Teach, Train and Enable Don t know what to do What s expected? Communicate and Lead 36 NHSA: Effective Teams 12

13 Coaching and development equation Performance = Ability + Motivation Motivation Will Won t A C B D Can Ability Can t 37 Assumption Every Employee Manager/ Leader 38 Development process: It is a R.A.C.E. Four Fundamentals: 1. Right curriculum at the right time 2. Appropriate leadership assignments 3. Coaching 4. Embrace Mayhem 39 NHSA: Effective Teams 13

14 Connect with me: Bring Wipfli to You: Shelly Schwane My Wipfli Access to our experts: Regulation questions Audit Process Human Resource Technology Leadership Evaluation: Thank You! NHSA: Effective Teams 14