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

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1 Engagement Creating A Culture of Excellence The Leader s Role 100% psychologically committed to the role. Michael Daggs 3 Levels of Engagement From Gallup Organization Engaged Actively High Performers - Engaged Comes to work on time. Good attitude. Problem solvers. You relax when you know they are involved. Good influence on young employees. Ownership. Brings solutions. Measurable, consistent, positive impact on the organization (process & people). 30% 54% 16% 1

2 Middle Performers - Good attendance. Loyal most of the time. Influenced by high and low performers. Wants to do a good job; could just need more experience/confidence. Helps leadership be aware of problems. Measurable, positive impact; may not be consistent yet. Low Performers Actively Points out problems in a negative way. Positions leadership poorly. Master of the We/They. Passive aggressive. Thinks they will outlast the leader or initiative. Says leadership is the problem. Technically OR Behaviorally not in line with the you. 3 Levels of Engagement From Gallup Organization Engaged Actively 30% 54% 16% We can no longer lead people like we did 40 to 50 years ago % of jobs were industrial Workforce less educated Most jobs required skills with your hands Industry or organization had power of its employees Employee needed job worse than organization needed employee No need for smiles or other happy crap. 2

3 We can no longer lead people like we did 40 to 50 years ago % of jobs are industrial Workforce more educated Wide range of job availability Employees have more leverage over organizations Organizations need employee more than employee need organization Most jobs require head and heart. Manager vs. Leader Manager = Catalyst 4 Activities of the Catalyst Select a person Set expectations Motivate the person Develop the person Great managers hold up the mirror performance feedback It s constant Consists of review of past performance with a shift to future One on one Expectations DO YOU KNOW WHAT IS EXPECTED OF YOU AT WORK? Disney Define right outcome, not steps Supplies & Materials DO YOU HAVE THE SUPPLIES, MATERIALS AND EQUIPMENT YOU NEED TO MEET EXPECTATIONS? 3

4 Reward and Recognition HAVE YOU RECEIVED RECOGNITION OR PRAISE FOR DOING GOOD WORK? Where to start Rounding for Results and Opportunities With the 3 questions Focus on strengths Meaningful and specific New Generation of Employees Tell Us About You Collect Stories Conversation With High Performers (Engaged) Conversation With Middle Performers () Goal = Re-recruit Outcome = Employee leaves fired-up, rejuvenated, hopeful Key Elements of the Coaching Thank them for specific contributions (they want to know the organization feels their contributions are valuable) Let them know the direction of the organization (they want to work for an organization headed in the right direction) Explain how they fit into the direction and why they are important for success What do we need to do to keep you here? Goal = Set a plan for growth and development Outcome = Employee leaves feeling valued and understands you are committed to them staying with the organization Key Elements of the Coaching Help them relax by reiterating that you are meeting with everyone one-on-one Tell them they are a valuable member of the team and that you want them to stay Give specifics about how they are important to the team Tell them you are committed to their professional development Coach/Develop If you have specific areas you want them to develop, tell them 4

5 The Low Performer What we permit we promote! You better have a plan! Conversation With Low Performers (Actively ) Goal = Move them up or move them out Outcome = 1/3 move up, 1/3 self select out, 1/3 are moved out as a result of progressive discipline Key Elements of the Coaching Set ground rules about who is doing the talking Stay away from niceness Set timeline for follow -up Interrogate Reality What is the truth? Is this change in behavior possible? You must challenge this individuals reality DESK Approach D Describe what has been observed E Evaluate how you feel S Show them what needs to be done K Know & share the consequences of continued performance. Document this conversation and have the individual sign it. Supervisor Scenario: You are a new supervisor You have a low performing employee that has been allowed to act as he or she chooses Everyone on the team is aware of this individual Your Interrogation Of Reality Concludes He/she is difficult to work with The other employees go out of their way not to use him/her You have documented your interrogation of reality You are now prepared to have a crucial conversation Your Goal is to use the DESK tool 5

6 DESK Describe what has been observed Evaluate how you feel Show them what needs to be done Know and share the consequences of continued performance Employee Scenario: Make an excuse for everything your supervisor tells you You have no idea why the other employees are not utilizing you Interrupt and become defensive Disagree with what they say Blame others and make the supervisor believe your low performance is their fault the last supervisor did not have a problem with me Act shocked!! Act in a manner consistent with the actively disengaged individuals you have encountered Be difficult - but don t make it impossible for the other person 6

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