CASE STUDIES OF EMPLOYEE ENGAGEMENT

Gary Johnson, Monarch Risk Managements

Joe Caracci, Monarch Risk Management

CASE STUDIES OF EMPLOYEE ENGAGEMENT STRATEGIES FOCUSED ON IMPROVING THE SKILL LEVEL OF SUPERVISORY STAFF RELATING TO FRONT LINE EMPLOYEES

IN THE FOLLOWING THREE AREAS:

INTERPERSONAL SKILLSPROBLEM SOLVING

EDUCATING/TEACHING

SUPERVISORY STAFF EFFECTIVELY LEADING IS A CRITICAL COMPONENT FOR EFFECTIVE SAFETY MANAGEMENT,

IMPROVED STAFF RETENTION AND OTHER ORGANIZATIONAL OBJECTIVES

OBJECTIVES

RECOGNIZE THE CAPACITY TO LEAD IS PRESENT IN YOUR CURRENT SUPERVISORS

UNDERSTAND HOW TO UTILIZE THE RESOURCES OF FRONT LINE STAFF

RECOGNIZE HOW BY LISTENING AND GUIDING, AN EFFECTIVE PLAN WILL EMERGE

THAT CAN THEN BE EXECUTED ANDEFFECTUATE IMPROVEMENT

Understand the mechanics and benefits of social scaffolding

Recognize how social scaffolding was used to

create leadership training for front line staff

Recognize the ancillary benefits of a highly

engaged workforce

WHAT DOES IT TAKE TO BE A LEADER?

• Partnered with Sun Valley in 2017.

• The Leadership Development Program encourages an opportunity to learn skillsthat can help leaders grow personally andprofessionally.

• By helping increase employeeengagement, developing talent ultimately benefits everyone in the community.

WHAT PROBLEM DOES THIS SOLVE?

• Most organizations promote or

place managers into positions

where the management task is

clear, the leadership task is

cloudy

• Many companies

struggle with leaders who have

been promoted from

frontline staff into supervisory

positions. These folks

tend not to have had a lot of

formal training.

• Sun Valley is providing a

scaffold for folks to grow and

change

HOW DID WE START?

• Monarch staff interviewed all employees (or as many as we possibly could).

• Participation was optional.

• We started with an appreciative inquiry.

BEST BOSS

“Think about the best boss or supervisor

you have ever had in any job, what

specific behavior did they do that made them come to your mind?”

ANNOUNCEMENT

“Thank you for the great work

that you do each day at Sun

Valley Lodge. We would like to

invite you to help us continue

to improve. One of the key

areas that is very important to

us is employee engagement.

We want to make sure that

you can be at your best as

often as possible at Sun Valley

Lodge so we can pass that on

by delivering excellent care to

our residents.”

WHEN THE WHY BECOMES STRONG, THE HOW BECOMES POSSIBLE

“Sun Valley Lodge is partnering

with Monarch Risk

Management to explore if

there are ways we can

improve our ability to care for

each other. On Monday, we

will invite you to join a small

group meetings where we

want to hear your opinion on

the following question. Please

be thinking about what you

might want to contribute, we

are anxious to get your wisdom

to help us improve.”

ACTUAL SAMPLE OF STAFF WORDS

• 1. Makes you feel accountable and cares for you at the same time.

• 2. Not threatening

• 3. Not a micro Manager

• 4. Makes me feel cared for, personally and professionally.

• 5. Treats people equally and with respect

• 6. “She was a good listener, supportive at work and understanding of my family needs”

• 7. “She was a real mentor for me, and understood personal issues impacting my work.”

• 8. “She had my back, taught me a lot and gave positive feedback on my performance.”

• 9. Easy to communicate with, open door policy and she followed up on issues that I presented.

• 10. Trusting that I could do my work and coach me in a professional, matter of fact manner that felt supportive.

REVIEWED RESULTS, AND ASKED THE MANAGERS FOR THEIR “TAKEAWAY” IN

GROUPS OF 2-

• “We give employees room to grow”

• “We provide a nurturing environment”

• “We are all one”

• “We know each other personally”

• “Employees trust us when we suggest new corrective behaviors”

• “We empower employees to do more”

• “We challenge them to do more”

• “Treat someone like you want to be treated”

• “Lead by example”

• Employees are seen as whole people.

• “Feel like employees can approach managers with issues because managers care”

• “We provide room to grow professionally”

• “Welcome from Day One”

• “We utilize staff input to affect change”

• “Our employees feel cared for personally and professionally”

Four Keys to Turning a Difficult Conversation

to a Learning Conversation

•Perception

• Intent

•Feelings

•Blame

LEARNING CIRCLES

Why are some teams more

successful than others?

LEARNING CIRCLES

Rules for Leading Circles

Everyone sits in a circle

One person is the facilitator

The facilitator poses the question or issue and asks for a volunteer

The facilitator gives guidance for a time frame for participants (i.e. 30

seconds each)

No cross talk

One may choose to pass, the facilitator goes back to those who passed and allows each one the

opportunity to respond.

Open general discussion on the topic

FEEDBACK FROM LEADERS

Feedback from Monarch visit to Sun

Valley Lodge 12/18/2017

“Enlightening”

“Helpful”

“Hopeful”

“Encouraging”

“Enlightening”

“Beneficial”

“Valuable”

“Encouraging”

“Informative”

WHAT IS THE LEARNING PROCESS LIKE?

• The learning process is a

work in progress — as

innovative as the

concept of the program

itself.

• It is built on “social

scaffolding” — having

people learn from each

other and discover their

own truths, which leads

to heartfelt change

HOW IS THIS DIFFERENT FROM A TYPICAL LEARNING

ENVIRONMENT?

• Itʼs a process that isnʼt

linear in the sense that thereʼs a curriculum.

• Itʼs more driven by the

group, where they

identify where they want to grow and whatʼs

important to them

SOCIAL SCAFFOLDING

• Social scaffolding is not

traditional learning.

• Itʼs not about being fed

information.

• Itʼs often about drawing

on experience.

• For example, instead of just

learning the mechanics of

listening, participants might be

asked to think back to a time

when they felt heard. “How

would you be a leader who

people felt listened

to them?”

•Leader

•Team

•Individual

Act

•Leader

•Team

•Individual

Narrate•Leader

•Team

•Individual

Reflect

•Leader

•Team

•Individual

Share

Collective Narratives

Continuous Cycle

Starting Place

• Intentional Listening

• Learning Circles

• Appreciative Inquiry

Next…

• Decision Making

• Facilitation

• Difficult Conversations

And then…

• Engaging and Rewarding

• Leading Up, Down and Across

Finishing with…

• Discipline, Feedback

• Public Speaking

• Projects

MONTESSORI APPROACHAND

SOCIAL SCAFFOLDING

MONTESSORI INSPIRED LIFESTYLE® PLEDGE I WILL:

WORK TO CREATE A PLACE WHERE I WOULD WANT TO LIVEREMEMBER THAT I AM A GUEST IN THE HOME OF MY RESIDENTS

TREAT EVERYONE I MEET WITH RESPECT, DIGNITY, AND EQUALITY

REMEMBER THAT I MUST EARN THE TRUST OF OTHERS, AND THAT THEY MUST LEARN TO TRUST ME

APPLY THE MONTESSORI PRINCIPLES IN EVERYTHING THAT I DOTREAT EVERYONE I MEET THE WAY I WISH TO BE TREATED

CROSS WALK

FROM MONTESSORI

TO SOCIAL SCAFFOLDING

SOCIAL SCAFFOLDING INSPIRED:

HELP ARCHITECT A PLACE WHERE OTHERS WOULD WANT TO WORK

REMEMBER THAT I AM A SERVANT LEADER AND A FACILITATOR

TREAT EVERYONE I MEET WITH RESPECT, DIGNITY, AND EQUALITY

REMEMBER THAT I MUST EARN THE TRUST OF OTHERS, AND THAT THEY MUST LEARN TO TRUST ME

APPLY THE MONTESSORI PRINCIPLES IN EVERYTHING THAT I DO

TREAT EVERYONE I MEET THE WAY THEY WISH TO BE TREATED

TRANSFORMATION OF THE PERFORMANCE MANAGEMENT

SYSTEM

Copyright © 2015 Gallup, Inc. All rights reserved.

WHAT THEY HAVE IN COMMON

• These six trendsetters have one thing in common: They’re all switching their focus from dictating what employees should do at work to helping develop their skills as individuals.

• As it stands, companies spend a significant amount of time on evaluation but comparatively little on development.

• Yet it remains that human capital is every business’s greatest resource.

• The future of performance management will include more feedback and place a greater emphasis on development. And as employees become even better at their jobs, it’s a win-win for everyone.

TRANSFORMING PERFORMANCE MANAGEMENT SYSTEMS

“Can you remember a time when you felt energized

and excited to have your performance review? If

so, what made you feel like that? If not, what would

you change so that you would come away feeling

energized, inspired and appreciated?”

BIG PICTURE

Prospective Focus on Expectations,

Goals and Growth

(Comfortable, Easy, Conversational)

Retrospective Focus on Evaluation and

Ratings

(Painful, empty, can feel meaningless)

Words from a Coach in Nursing

Initially, I made it bigger that it needed to

be because I was anxious. I was trying to

be perfect. I learned that it really can be

energizing and light. I now find myself

looking forward to spending the 15-20

mins with the people I am guiding, it is

very rewarding for me and I find I get

energy from this instead of it being

another task.

1. Eliminate the number system2. Process is grueling on either side of the table3. Ready to throw up after4. Don’t feel energized5. Feel like I am giving blood6. More frequent check-ins are more energized7. Positive or good things from the start8. Let them know bad things when they happen9. “How do you feel you are doing in your job?”10.Supervisor should gather info first11.Not in the office- to crowded12.Informal meeting

Sample Comments

What Might an Engaged

Relationship Look Like During a

Performance Review?

• A healthy and loving experience for

supervisors and staff.

• Actively seek solutions to challenges

together

• Belief that the quality of life for all staff

has a direct impact on other business

objectives

• Defined elements that should happen

on every coaching session

I am Curious

I Wonder

Tell Me More

How Did You Feel

What Do You Think

Base Encounter on Encouragement and

Appreciation

EMERGING LEADER PROGRAM

HOW DOES THIS HELP?

• Just participating in this

raises their level of

engagement.

• Their opinion counts

• Theyʼre learning

and growing, and theyʼre

getting the tools they

need

to do their job.

WHAT IS THE OUTCOME?

“We are giving people the

opportunity to grow and develop

and increase their skill sets —

people we feel are going to

make great leaders in the future.

We want to keep them engaged

and motivated and contributing

to the community as well as

getting something out of it

themselves. Our hope is that we

can awake a vision that helps

them go out and achieve more

than they might have otherwise,

and we are giving them the tools

and support to do that,”

words from a CEO.

LEADING US TO….

“Then in the future we will

have leaders who

understand our culture, our

mission

and our history and who

are in the best position to

maintain that and sustain

the business model going

forward.”

EMERGING LEADERS PROJECTS

• 8 Project Teams

• Each Gets 15 Minutes to Presentation

• 4 Projects in November and 4 Projects in

December

• You Must Utilize The Following Leadership Skills

Learned To Date

• Intentional Listening

• Learning Circle

• Appreciative Inquiry

LEADERSHIP BUILDING BLOCKSTO BE USED IN YOUR PROJECT

Intentional Listening

Learning Circle

Appreciative Inquiry

EXTRA CREDIT!!!!!

Intentional Listening

Learning Circle

Appreciative Inquiry

(Extra Credit) Learning Conversation

PROJECT ELEMENTS

• 15 Minutes to Present and Each Member Should Speak

• Determine Your Project Approach and Scope

• Determine How To Incorporate the Three Essential

Leadership Skills

• Determine Completion Criteria

• Create Your Plan and Get Approved By Bryan and Gary

• Work In Your Group July – October

• Presentations November and December

Example: What is a good way for leaders to show daily appreciation?

Project Approach

• We will be discovering effective ways for leaders to show daily appreciation.

Project Scope

• Our plan will focus on the areas of maintenance and grounds.

Using Three Skills

• We will practice intentionally listening by interviewing at least 5 front line

workers in the maintenance and grounds department.

• We will conduct 2 learning circles with at least 4 staff members in each

circle.

• We will create 1 appreciative inquiry about daily appreciation and get

feedback from the staff

Completion Criteria

• We will identify at least three different ways that effective leaders can show

daily appreciation to those who report to them.

Personality Lingo

Emergency Management

Infection Control

Motivating and Inspiring

Communication between Shifts

Communication App

Cooperative Housing

GROUP MEMBER FEEDBACK

Through the emerging leader’s class, I have been greatly impacted and invested in both personally and

professionally. Before attending emerging leaders “‘don’t look at me,

I just work here’”

Being part of the emerging leaders program has been a great

experience for me. The highlight of the program thus far has been the

time spent on difficult conversations. I am a person that

does not like confrontation or conflict.

The highlight for me was “learning circle”. I have learned how to hold

a group meeting. I have learned how to keep order and bring

everyone to say something in a meeting. This has been helpful. I am

surprised to learn things that I thought I knew.

First I was like why am I here I have been told I would not be a leader. After the third meeting I was feeling more at home with this class and showing people I

can be a leader.