Owning EmployeeEngagement
Owning EmployeeEngagement
ReMission Consulting, Inc.Dan Demers
Some of our clients …“Dan Demers withReMissionConsulting, is oneof the mostpowerful speakerswe have brought into work with the
ReMission Consulting
“Dan Demers withReMissionConsulting, is oneof the mostpowerful speakerswe have brought into work with the
teams on communication,negotiation and managingrelationships. He is an excellenttrainer, one of the best we havehad. We look forward to bringinghim back again.”
Steve C. Lieutenant US Navy SEALS
Engaged employeesdevote discretionary:o Efforto Creativityo Focuso Energyo and …
For them the workbecomes a key reward!
What do engaged workers look like?Engaged employeesdevote discretionary:o Efforto Creativityo Focuso Energyo and …
For them the workbecomes a key reward!
What do they want?
• Vision & Purpose• Trust• Fun• Meaningful work• Career
opportunities• Work/life balance• Ownership of role• Genuine influence
• Vision & Purpose• Trust• Fun• Meaningful work• Career
opportunities• Work/life balance• Ownership of role• Genuine influenceGallup - 2.5 million employees surveyed
How are we doing?• Highest scores
from managers• Lowest scores
from Millennials• Estimates of
costs - $8,500+per person
• Nominal gainssince late ‘90’s
• Highest scoresfrom managers
• Lowest scoresfrom Millennials
• Estimates ofcosts - $8,500+per person
• Nominal gainssince late ‘90’s
Gallup - 2.5 million employees surveyed
Engagement Requires Leadership Responsiblefor Primary Motivators
Engagement MindedManagement Group
Results• Revenue Grew 4X• 2/3 Less Turnover• 62% Safety Incidents
• Autonomy• Mastery• Purpose• Responsibility• Recognition
Engagement MindedManagement Group
Results• Revenue Grew 4X• 2/3 Less Turnover• 62% Safety Incidents
• Autonomy• Mastery• Purpose• Responsibility• Recognition
Cornell University Study• 320 Small Businesses• Half managed through “traditional” Command & Control• Half managed through autonomy/results Educe & Enroll
Bard, Deci, Ryan, “Intrinsic Need Satisfaction: Motivational Basis of Performance and Well-Being in two Work Settings,” Journal of Applied SocialPsychology 34 (2004)Pink, Daniel H. (2010). Drive – The Surprising Truth about what motivates us
Leaders Counter Most “Dis-engagers”• Command & Control
Managemento Micro-managemento Task orientedo No to low autonomy
• “Bad” Managemento Inconsistent directiveso No vision/directiono Arbitrary decisionso Incompetenceo Poor communication
• Inadequate pay & benefits• Poor work conditions• Antagonistic policies
• Command & ControlManagemento Micro-managemento Task orientedo No to low autonomy
• “Bad” Managemento Inconsistent directiveso No vision/directiono Arbitrary decisionso Incompetenceo Poor communication
• Inadequate pay & benefits• Poor work conditions• Antagonistic policies
Bosses with low to no self-awareness
5 Qualities Leaders MUST Sustain• Trust: in leadership,
management & peers• Development: career &
professional• Role in Success: clearly
understand how they impactclient & team
• Influence: genuinely informdecisions; impact goals, workconditions & duties
• Feedback: two-way, open,responsible communication
• Trust: in leadership,management & peers
• Development: career &professional
• Role in Success: clearlyunderstand how they impactclient & team
• Influence: genuinely informdecisions; impact goals, workconditions & duties
• Feedback: two-way, open,responsible communication
Trust in Leadership & Peers
Career Development
Understanding their Role w/Customer Success
Influence in Decision Making
Two-way Feedback
WANTDis-engagers
Lack of Individual Self-Awareness
Institutional Memory
Legacy Processes
PROBLEMSEduce & Enroll ManagementApproach• Clear standards• Ownership of goals• Transparency• Leadership
Managers who epitomize:• Self-Awareness• Accountability• Commitment to Results• Service to TEAM
SOLUTION
Addressing Cultural & OrganizationalAddressing Cultural & OrganizationalDisengagementDisengagement
Trust in Leadership & Peers
Career Development
Understanding their Role w/Customer Success
Influence in Decision Making
Two-way Feedback
Dis-engagers
Lack of Individual Self-Awareness
Institutional Memory
Legacy Processes
Educe & Enroll ManagementApproach• Clear standards• Ownership of goals• Transparency• Leadership
Managers who epitomize:• Self-Awareness• Accountability• Commitment to Results• Service to TEAM
Clear Standards are the Foundation• Without foundation of
Standards, GOALS becomemeaningless
• Standards are “pay toplay”
• GOALS are “aspirational”and drive pursuit ofmastery
• GOAL alignment fosterstrust and purpose
• Consistent success w/standards a must forautonomy
• Without foundation ofStandards, GOALS becomemeaningless
• Standards are “pay toplay”
• GOALS are “aspirational”and drive pursuit ofmastery
• GOAL alignment fosterstrust and purpose
• Consistent success w/standards a must forautonomy
Goals Become the Primary CoachingGoals Become the Primary CoachingMechanismMechanism
SMARTER Reward for hitting; Never
punitive for missing Transparently shared across,
up and down the enterprise Basis of Dashboards Must be aligned with strategic
vision of company
SMARTER Reward for hitting; Never
punitive for missing Transparently shared across,
up and down the enterprise Basis of Dashboards Must be aligned with strategic
vision of company
Increase CustomerSatisfaction
The Smartest, FastestGrowing Sales Region in the
Country
Consistent RecruitingConsistent Activity& Accountability
Relationship BaseCultivation
Effective CommunityOutreach
Goal Alignment &Transparency ExampleDashboard: Month 4
Daily Data Entry 12 Hour Responses Produce OneMeeting/ Mth
CoordinateSchedules
OPERAT
IONS
Produce OneMeeting/ Mth
CoordinateSchedules
10 New;20 Old Touches
Avg. 5 CMA/mthMeaningful sales
meetings1+ Recruit All in by Fall
10 business/home owners; 10postcards/10 emails
2FSBOs / 3 Referrals100% attend
Ask everyone/ visitw/ old colleagues AHA ELT volunteer
OPERAT
IONSS
ALES
Individual Sales Person
• Seek input on GOALS ofdepartment
• Delegate with an eye toenrolling vs. orderingstaff
• Operate withINTEGRITY in all you do
• Communicate clearexpectations ofstandards
• Delegation Mastery4/16 Woburn, MA
Tactical Steps to Take NOW!
I was highly skeptical ReMission coulddo what they claimed. Having earnedan MBA and sat through manyleadership seminars, I was blownaway. I learned things about myself, asa sales leader, colleague and moreimportantly, as a husband and father.Absolutely amazing.
Peter Z. , Senior Account Manager,Top 5 Global Research Firm
• Seek input on GOALS ofdepartment
• Delegate with an eye toenrolling vs. orderingstaff
• Operate withINTEGRITY in all you do
• Communicate clearexpectations ofstandards
• Delegation Mastery4/16 Woburn, MA
I was highly skeptical ReMission coulddo what they claimed. Having earnedan MBA and sat through manyleadership seminars, I was blownaway. I learned things about myself, asa sales leader, colleague and moreimportantly, as a husband and father.Absolutely amazing.
Peter Z. , Senior Account Manager,Top 5 Global Research Firm
ReMission Culture & Leadership : Case Studies
Exit Great BeginningsReal Estate
• Medium-size residential RE officesstruggling with profitability
• Sales & Ops teams operating w/no realoversight, standards or goals
• Many “top players” no true coaches
1 Year + RESULTS:
• Establishment & Adherence to Standards &Goals
• 100%+ increase in revenue• 200%+ increase in sales staff• Nationally recognized as top performing
region
Global Protection Corp.Manufacturing & Distribution
Case Study• Successful, entrepreneurial firm• Operations working in ad hoc, project
management approach• Business Development lacking leadership &
systemized process
120 Day+ RESULTS:• 40%+ increase in gross revenue growth• Formal reporting systems in place• Business Development process completed• Key Leadership roles filled
Exit Great BeginningsReal Estate
• Medium-size residential RE officesstruggling with profitability
• Sales & Ops teams operating w/no realoversight, standards or goals
• Many “top players” no true coaches
1 Year + RESULTS:
• Establishment & Adherence to Standards &Goals
• 100%+ increase in revenue• 200%+ increase in sales staff• Nationally recognized as top performing
region
Global Protection Corp.Manufacturing & Distribution
Case Study• Successful, entrepreneurial firm• Operations working in ad hoc, project
management approach• Business Development lacking leadership &
systemized process
120 Day+ RESULTS:• 40%+ increase in gross revenue growth• Formal reporting systems in place• Business Development process completed• Key Leadership roles filled
ReMission ConsultingDan Demers
President, Senior [email protected]
Sun Kay ChuTraining Director
Delegation Mastery April 16, Woburn MADiscount Code: NAGLER for 50% off