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Engaging Employees Through HPLT
This document discusses engaging employees through high performance teams. It begins by introducing LEAD International, which serves companies and leaders globally. It then discusses the five practices of great leadership according to LEAD, including engaging and developing others. The rest of the document focuses on employee engagement, defining it and looking at engagement levels worldwide. It discusses measuring engagement and the relationship between manager behaviors and employee disengagement. The remainder covers qualities of high performance teams, including starting with clear goals and results, ensuring the right talent through selection and development, and building community.
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Engaging Employees Through HPLT
- 2. Lead International UK LeadInternational Jordan Lead International USA Lead International India Serving Companies and Leaders Globally
- 3. Engaging Employees through High PerformanceTeams LEAD International
- 4. Andy Eilers, LEADArea Director for Kolkata
- 5. Andy Eilers, LEADArea Director for Kolkata
- 6. Larry Cox, LEADUK/USA Board of Directors
- 7. Mike Gardiner, LEADPartner & CEO of OnsiteRIS, Inc.
- 8. Steven Rubado, LEADIndia Board Member
- 9. 1 2 3 4 5 Five Practices ofa Great Leader
- 10. 1 See andShape the Future 2 3 4 5 Engage and Develop Others Reinvent Continuously Value Results & Relationships Embody the Values
- 11.
- 12. Learning Objectives • UnderstandingEngagement • Measuring Engagement • Driving Engagement through High Performance Teams
- 14. What does anengaged employee look like? JOURNAL QUESTION:
- 15. Defining Engagement • Engagedemployees are involved in, enthusiastic about, and committed to their work and contribute to their organization in a positive manner. • They work with passion, perform at consistently high levels, drive innovation and move their organization forward
- 16. What percent ofemployees worldwide are engaged at work? A) 13 percent C) 53 percent B) 33 percent D) 73 percent
- 17. What percent ofemployees worldwide are engaged at work? A) 13 percent
- 18. What percent ofemployees in South Asia are engaged at work? A) 50 percent C) 20 percent B) 30 percent D) 10 percent
- 19. What percent ofemployees in South Asia are engaged at work? D) 10 percent
- 20. What percent ofpeople said they have the opportunity to do what they do best at work every day? A) 20 percent C) 60 percent B) 40 percent D) 80 percent
- 21. What percent ofpeople said they have the opportunity to do what they do best at work every day? A) 20 percent
- 22. If your manager primarily… Thechances of you being actively disengaged are… Ignores you 40% Focuses on your weaknesses 22% Focuses on your strengths 1%
- 23. Measuring Engagement • Engaged-loyal and psychologically committed to the organization. • Not Engaged- may be productive but they are not emotionally or psychologically connected to the organization. • Actively Disengaged- they are unhappy with their work and insist on sharing that unhappiness.
- 24. Defining Engagement • Engagedemployees are involved in, enthusiastic about, and committed to their work and contribute to their organization in a positive manner. • They work with passion, perform at consistently high levels, drive innovation and move their organization forward
- 25. LEVEL 1 Who doeswhat? ENGAGEMENT
- 26. LEVEL 1 Who doeswhat? ENGAGEMENT
- 27. LEVEL 2 Creating anenvironment for growth Build on strengths
- 28. LEVEL 2 Creating anenvironment for growth LEVEL 1 Who does what? ENGAGEMENT
- 29. “Engaged employees havea line- of-sight on their own future and on the organization’s mission and goals. They are ‘enthused’ and ‘in gear.’” BLESSING WHITE EMPLOYEE ENGAGEMENT REPORT 2008
- 30.
- 31. A look atHigh Performance Teams
- 32. Start with Results •People have to know what the purpose of the organization is…why do you exist? • Where are you going? • What is “success” for your organization? • Communicate clearly…don’t make assumptions
- 33. Qualities of HealthyTeams - Talent • Character • Selection & Fit • Team Oriented • Work Ethic • Attitude • Dedication & Loyalty • Aptitude
- 34. “In determining ‘theright people,’ the good-to-great companies placed greater weight on character attributes than on specific educational background, practical skills or work experience…they believed dimensions like character, work ethic, basic intelligence, dedication to fulfilling commitments, and values are more ingrained.” Good To Great --- Jim Collins
- 35. The Right Peoplefor the Right Job
- 36. Take the Interviewprocess seriously! Awareness Building: DISC, Gallup Strengthfinders, Stand-Out, Meyers Briggs, etc Know your people, catch them doing things right. **Larry on Talent** How do you find new talent and discover the talent that is already on your teams?
- 37. Qualities of HealthyTeams - Skills • Behaviors that can be learned & taught • Knowledge • Physical • Competence • Quality • Training & Practice
- 38. Head, Heart, andHands
- 39. Which of youhave a coach or a mentor?
- 40. Which of youare serving as a coach or mentor?
- 41. What is aCoach? •An instructor or trainer. •A mentor or tutor. •Someone who works to develop others.
- 43. Performance Coach • Recognizesthat team members have different learning styles. • Understands that team members are at different learning stages. • Tailors individual development plans, instruction, and performance evaluation to fit the learning style and learning stage of each team member.
- 44. Learning Styles •Visual -learn new skills by seeing and learn new information best through visuals. •Auditory – learn best through the use of verbal communication and lectures. •Tactile – a hands-on approach to learning.
- 45. Learning Stages •Novice –someone just starting out •Apprentice – someone in training •Journeyman – someone able to work independently •Master – someone able to teach others
- 46.
- 47. Qualities of HealthyTeams - Community • A place where people… – know each other deeply – serve each other willingly – genuinely care for one another – people celebrate and mourn together • It is what gives additional meaning to the work beyond the value of work itself. • The element of high-performance teams that turbo charges their performance. • Separates the great from the good.
- 48. How to BuildCommunity • Build Trust • Give Time & Love • Conflict Management – Communication is key
- 49. The Leader’s Rolein Creating Community • Value community as much as talent and skills. • Be vulnerable and transparent. • Ensure the team invests appropriate time on community-building activities. • Always look for ways to help the team do life together.
- 50.
- 51.
Editor's Notes
- #4 Everything rises and falls on leadership. Churches, families, companies, governments. People want to follow a leader who cares about them and has a dream for a better tomorrow. But what is the secret of great leaders? Before I get to that, let me introduce myself [presenter inserts 1 – 2 minute introduction that explains what they do at CFA or WinShape].
- #10 We at LEAD International believe that everything rises and falls on leadership. Churches, families, companies, governments. People want to follow a leader who cares about them and has a dream for a better tomorrow. But what is the secret of great leaders? We’re going to focus on the skills you need to succeed in a leadership role. We’ve identified five practices we believe all great leaders follow. You can increase your leadership effectiveness by applying five practices to your leadership each day.
- #12 The second practice that great leaders follow is that they engage and develop others. Leaders engage individuals in their vision for the future and place them in areas of strength. Then they create detailed plans to help those individuals grow and develop to reach their potential. Think about a leader that had a great influence on you in your life. Who was that leader and what specifically did they do that made you want to follow their lead? [Speaker—relate a story about YOUR primary influencer. Who they were and how they engaged with you and helped you develop in a positive way (1 – 2 minute story)] [Journal Entry) Write down the second practice in your journal, in the space provided: Great leaders Engage and Develop Others Open Group Discussion (dependent on size) Reflect back to the leader you described a moment ago, how did they engage all dimensions of you?
- #13 Three Learning objectives for our time will be understanding engagement, measuring engagement and a discussion of principles that will help you to drive engagement in your organization.
- #14 [Business example] The best leaders invest time and energy in their people, because they know that ultimately, these people will help determine the success of the company. So what does this mean, to engage and develop others? Let’s start with “engage.”
- #15 I’d like to engage with you right now, and ask you to think about some of the attributes of an engaged individual. What are some of the characteristics you think about when you picture someone who is engaged in what he’s doing? What’s he like? [Encourage audience to call out answers. Make notes of what you hear.] Those are all good answers, and they correspond to the attributes we identified, too. Things like enthusiasm, passion, initiative, and ownership, to name a few. [Journal entry] We’ve provided a spot in your journal to write down a few of those characteristics. Take just a moment to do that. [Wait 30 seconds for the audience to write before moving on]
- #17 Engaged is being enthusiastic about work. What percent of Americans workers are engaged at their jobs?
- #19 Engaged is being enthusiastic about work. What percent of Americans workers are engaged at their jobs?
- #23 Gallup statistics are drawn from 25 million employee interviews in 195 countries
- #24 Let’s spend just a moment discussing the 3 pillars of high performing teams: Talent, Skills, and Community. Let’s start by looking at “Talent.” Talent is more than God-given ability to do something. The world is full of low functioning, unmotivated, unsuccessful people with incredible abilities and potential. That’s not all we are talking about in our definition of talent. Talent includes, selection & fit of resources (are they on the right bus?), attitude, character, work ethic, dedication, and loyalty combined with aptitude and ability. Unfortunately, many companies and organizations don’t spend nearly enough time investigating all these qualities in a person before bringing them onboard. Note: these things are discovered only by spending time (more than a 30 minute interview) and asking the right questions to candidates.
- #26 Before you can engage with people, you have to decide whom you’re going to engage with. One of the most important decisions a leader makes is “who does what.” We call this level one engagement, when leaders determine who will join the team, and what role they will play. Ultimately your people will determine your level of success.
- #27 Some people in your organization may seem to be naturally more engaged than others. But all team members can become enthusiastically involved if you take the time to know people’s talents, gifts, and strengths. Help people to get better at what they’re already good at or naturally talented at doing. Offer sincere praise, meaningful feedback, and opportunities to learn.
- #28 [This slide for animation purposes only]
- #29 Level two engagement means creating an environment in which people will willingly invest themselves fully. Do your people have clear expectations? Are they being given appropriate feedback? Do they have the equipment and resources they need to do the work? Are they being challenged? Do they have a clear understanding of the vision? All of these things create an environment that encourages growth and participation. The benefits of an engaged team are dramatic. They are loyal, productive, creative, and are advocates of the vision. In short, they are the ideal ambassadors of your business or cause.
- #31 Building a High Performance Team is a sure fire way to effectively engage and develop others and leads to the success of your organization. High Performance teams focus on these three things: Talent Skills Community These are all important ingredients.
- #32 This film clip from the movie, Hoosiers, illustrates the importance selecting the right people (talent) in developing a high performance team.
- #33 Let’s spend just a moment discussing the 3 pillars of high performing teams: Talent, Skills, and Community. Let’s start by looking at “Talent.” Talent is more than God-given ability to do something. The world is full of low functioning, unmotivated, unsuccessful people with incredible abilities and potential. That’s not all we are talking about in our definition of talent. Talent includes, selection & fit of resources (are they on the right bus?), attitude, character, work ethic, dedication, and loyalty combined with aptitude and ability. Unfortunately, many companies and organizations don’t spend nearly enough time investigating all these qualities in a person before bringing them onboard. Note: these things are discovered only by spending time (more than a 30 minute interview) and asking the right questions to candidates.
- #34 Let’s spend just a moment discussing the 3 pillars of high performing teams: Talent, Skills, and Community. Let’s start by looking at “Talent.” Talent is more than God-given ability to do something. The world is full of low functioning, unmotivated, unsuccessful people with incredible abilities and potential. That’s not all we are talking about in our definition of talent. Talent includes, selection & fit of resources (are they on the right bus?), attitude, character, work ethic, dedication, and loyalty combined with aptitude and ability. Unfortunately, many companies and organizations don’t spend nearly enough time investigating all these qualities in a person before bringing them onboard. Note: these things are discovered only by spending time (more than a 30 minute interview) and asking the right questions to candidates.
- #37 Think about your leadership challenge. Do you have the right people in place? Have you created the right environment to bring out their best willingly? Are you committed to the development of each individual?
- #39 This film clip from the movie, Hoosiers, illustrates the importance selecting the right people (talent) in developing a high performance team.
- #40 Next, we are going to look deeper into the second prong of developing High Performance Teams, which is “Skills.”
- #41 Engagement happens when people aren’t seen as merely “hired hands.” It happens when you create an environment that utilizes all of a person’s abilities: their head (knowledge), their heart (emotions), and their hands (their skills). And if you’ve got all three—head, heart, and hands—you’ve really got something. To accomplish this, a leader must continually work to engage and develop others by making sure they get the right coaching and mentoring along the way.
- #45 I like the definition of someone who develops others because great leaders not only engage but actively develop others. What does that mean? Looking at Webster’s dictionary, we see that to develop is “to bring out the capabilities or possibilities of another.” As a leader, development should not be an option. To ensure each team member reaches their potential, leaders should engage in development planning with each team member that identifies future state, identified potential, and steps to make progress toward that potential.
- #46 Key to seeing that their team members reach their potential is that the Servant Leader plays plays a role more specifically as what we will call a Performance Coach. Performance coaches recognizes that not all team members learn the same way nor are they all at the same learning stage.
- #47 The best learning happens when you can implement all three learning styles and most people are some percentage of combination of the three. However, almost everyone has a preferential style in which they will learn best. It is important for a leader to work with team members to identify which style is best for them. Question: Which learning style is most effective with you?
- #48 Equally important to understanding team members’ learning styles is accurately identifying their learning stage.
- #49 Equally important to understanding team members’ learning styles is accurately identifying their learning stage.
- #50 In this film clip from the movie, Hoosiers, we are able to see how Coach Dale is able to engage and develop a man named, Shooter. Shooter was considered by most to be someone who would never amount to much but Coach Dale recognized talent and skill that others missed, and went to great lengths to develop Shooter to his full potential, even at the risk of losing his own job. Questions to ask after watching the film clip: What position did Coach Dale ask Shooter to fill for the team? Assistant Coach Was Shooter surprised that Coach Dale asked him to be his assistant coach? Yes, because he was considered to be a “nobody” in the community. What conditions did Coach Dale put on Shooter in order to for him to have the job? Clean himself up, shave, show up to practice and games on time, where a shirt and tie, and that he was sober What were these conditions related to? Core values Did Shooter accept the position? Yes In his first opportunity to prove himself a competent coach to the team and community did Shooter step up and take on the challenge? No, he failed miserably. Did Coach Dale give up on Shooter? No, he gave him another chance. Did Shooter prove himself competent the next time he had the opportunity to lead the team? Yes, with help from one of the players (his son), who affirmed the team’s trust in him. Would most leaders have given someone like Shooter a chance? Probably not A Servant Leader will bring people on board to their team who are the right fit (talent) and who have the right skill (they can be trained), always operating within the framework of their core ideology.
- #51 The last part of the three parts of developing High Performance Teams is creating “Community.” Let’s listen to what Mark Miller, the author of the SERVE model, has to say about Community.
- #52 A community is a place where people know each other deeply, serve each other willingly, genuinely care for one another, and celebrate and mourn together. Community is the element of high-performance teams that turbo charges (boosts) their performance to new heights and separates the “great” from the “good.”
- #53 There has been a lot written about the importance of community and how to build it. I would encourage you to read the follow up book to our text for this class by the same author, Mark Miller, called, The Secret of Teams, which has a lot of good information on community. We believe that building community can be broken down into 3 main categories: Trust Time & Love Conflict Management – Communication Let’s develop each of these areas more fully.
- #54 Trust is foundational in engaging and developing others and is the most important element in building community and high performance teams. No Trust = No Relationship = No Community = No Team The Servant Leader relies on the power of trust whereas an autocratic (strongman) leader puts his trust in power. This is a significant difference that must not be overlooked as you develop your leadership style. Real and mutual trust leads to an engaged team that is working at or towards its full potential and producing lasting results. Trusting in power inhibits people on the team from reaching their potential and retards the engagement and development processes, while fostering paranoia, selfishness, and low self-esteem. This leads to short-lived and/or declining results. Trust requires everyone to be completely open and honest, even when it is painful. Transparency leads to service, constructive discussion, and effective solutions. Trust is a privilege that is earned. It is not bestowed upon someone nor is it your birthright. It comes though integrity (doing the right thing), doing what you say you are going to do (keeping your word), serving others, and treating other people the way you would want them to treat you.
- #55 Name some relationships that you really care about. (i.e. best friend, spouse, brother/sister, grandfather/grandmother, boyfriend/girlfriend, etc.) Isn’t it true that the relationships we care the most about we are willing to invest our “Time and Love?” The same is true for building community. To earn trust and build community requires a commitment of our “Time and Love.” Spending time with and extending love to people leads to… Understanding Acceptance Respect When understanding, acceptance, and respect occurs between people on the same team operating within the framework of their core ideology, trust and community are strengthened and results are boosted. Lastly, our investment of “Time & Love” never ends. It is ongoing. If it stops, understanding, acceptance, and respect begin to erode and so do our relationships and community.
- #56 High performance teams embrace diversity and differences of opinion within the framework of their core ideology. Different perspectives and viewpoints are healthy and necessary within a vibrant community. Differences are viewed as an opportunity to make the organization better and a way to improve results instead of something divisive and negative. Within the framework of an organization’s core ideology, conflict is a good thing when managed correctly. Effective Conflict Management requires… Courtesy Mutual Accountability In the end, when conflict is managed correctly through healthy communication and dialogue, it leads to better decisions, better community, and better results. Name an instance in your own experience when healthy conflict or differences led to better decisions, community, and results.
- #57 Kebong – a place of public debate
- #58 Moral – xot (the right path)
- #60 See if you can spot the attributes for building community in this film clip. Trust Time & Love Conflict Management – Communication
- #61 Building a High Performance Team is a sure fire way to effectively engage and develop others and leads to the success of your organization. High Performance teams focus on these three things: Talent Skills Community