excite your people & double profits
DESCRIPTION
Presentation Given to the Dale Carnegie SCO Network on November 5th & 6th, 2009 in Burlington and KitchenerTRANSCRIPT
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Excite your Employees,
Double Profits
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DistinctionsDistinctions
In order to master something, it is
important that we look for and understand distinctions
In order to master something, it is
important that we look for and understand distinctions
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Engagement Engagement
What does engagement mean? How is engagement in business, similar to personal relationships?
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EngagementEngagement
Winning is important to me, but what brings the real joy is the experience of being fully engaged in whatever I’m doing. - Phil Jackson (Basketball Coach)
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Engagement StatisticsEngagement Statistics
Gallup estimates that actively disengaged employees cost the American economy as much as $350 billion annually in lost productivity
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Why is engagement important today?Why is engagement important today?
Approximately 33% of your workforce is actively searching for other opportunities.
Another 50% would take another opportunity if it was offered to them.
By 2010, a large number of baby boomers will be leaving the workforce.
Many senior staff are “riding out their time" until they retire
Approximately 33% of your workforce is actively searching for other opportunities.
Another 50% would take another opportunity if it was offered to them.
By 2010, a large number of baby boomers will be leaving the workforce.
Many senior staff are “riding out their time" until they retire
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Engagement StatisticsEngagement Statistics
Companies with engaged employees outperform others by 47% to 202%
- Watson-Wyatt
Companies with engaged employees outperform others by 47% to 202%
- Watson-Wyatt
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Engagement StatisticsEngagement Statistics
Offices with engaged employees are 43% more productive.
- Hay Group
Offices with engaged employees are 43% more productive.
- Hay Group
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Engagement StatisticsEngagement Statistics
Engaged sales people produce 28% more revenue.
- NCFC
Engaged sales people produce 28% more revenue.
- NCFC
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Engagement StatisticsEngagement Statistics
Engaged employees are 87% less likely to leave.
- Gallup
Engaged employees are 87% less likely to leave.
- Gallup
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What people want in the workplaceWhat people want in the workplace
oFeeling that others trust me (86.7%).
oFeeling challenged; feeling as if I’m growing (86%).
oFeeling competent and skilled (84.9%).
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What people want in the workplaceWhat people want in the workplace
oFeeling good about myself (83.4%).
oFeeling excited about what I’m doing (81.8%).
oFeeling involved in activities that mattered to me (74.7%).
oBeing appreciated for who I am and what I do (74.4%)
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Engagement FactsEngagement Facts
Most people promoted to supervisor or manager are selected because of superior technical skills.
Very few organizations have adequate education and training programs focused on managing people
Traditional MBA programs have few required courses (or even electives) that focus on people management skills
Two of the six fatal flaws leading to management derailment are related to managing people
Most people promoted to supervisor or manager are selected because of superior technical skills.
Very few organizations have adequate education and training programs focused on managing people
Traditional MBA programs have few required courses (or even electives) that focus on people management skills
Two of the six fatal flaws leading to management derailment are related to managing people
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What leads to engagement?What leads to engagement?
Trust and involvement in the business.
Understanding of the “big picture”
A sense of impact and contribution.
A clear future based on reality
Trust and involvement in the business.
Understanding of the “big picture”
A sense of impact and contribution.
A clear future based on reality
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How do we build trustHow do we build trust
Common approaches
Ask people what they think.
Validate people’s contributions.
Give people meaningful responsibilities and the latitude to fill them.
Enable people to make or contribute to key decisions.
Avoid micromanaging, nitpicking, or harboring
Common approaches
Ask people what they think.
Validate people’s contributions.
Give people meaningful responsibilities and the latitude to fill them.
Enable people to make or contribute to key decisions.
Avoid micromanaging, nitpicking, or harboring
Uncommon approaches
Create independently operating units and entrust people to run them.
Develop direct reports who participate in presentations to senior management and externals, including media.
Enable peer networks and cohorts responsible for innovation and key operations/implementations
Uncommon approaches
Create independently operating units and entrust people to run them.
Develop direct reports who participate in presentations to senior management and externals, including media.
Enable peer networks and cohorts responsible for innovation and key operations/implementations
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Tools to build trustTools to build trust
One on ones.
“Innerviews”
True delegation
Managerial moment of truth (MMOT)
One on ones.
“Innerviews”
True delegation
Managerial moment of truth (MMOT)
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Get the “big picture”Get the “big picture”
CapitalLegal,
Regulatory, Union
ManagerialEffectiveness
CapacityLocus ofControl
Competition
MatchMarketShare
Market
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4 big questions4 big questions
1. What is our strategy? How does our strategy differ from our competition?
2. Why does my job exist? How does it support our strategy?
3. What are the three or four critical things I need to do every day to do my job well?
4. What gets in the way of me doing the critical things everyday?
1. What is our strategy? How does our strategy differ from our competition?
2. Why does my job exist? How does it support our strategy?
3. What are the three or four critical things I need to do every day to do my job well?
4. What gets in the way of me doing the critical things everyday?
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True DelegationTrue Delegation
Why delegate?
Doing, dumping, distributing, delegating, deputizing
Why delegate?
Doing, dumping, distributing, delegating, deputizing
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The 6 D’s of Productivity
Best
Average
Worst
DoingDoing
DumpingDumping
DroppingDropping
DistributingDistributing
DelegatingDelegating
DeputizingDeputizing
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Opportunities for DelegationOpportunities for Delegation
Me
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Delegation ProcessDelegation Process
1. Identify the need.
2. Select the Person.
3. Plan the delegation.
4. Hold the delegation meeting.
5. Create a plan of action
6. Review the plan.
7. Implement the plan.
8. Follow-up
1. Identify the need.
2. Select the Person.
3. Plan the delegation.
4. Hold the delegation meeting.
5. Create a plan of action
6. Review the plan.
7. Implement the plan.
8. Follow-up
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Let’s practice delegating…Let’s practice delegating…
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Manage based on resultsManage based on results
Use a PRD-Performance results description
Each employee should have an updated PRD.
Each employee should have a monthly conversation with their manager on the PRD.
Use a PRD-Performance results description
Each employee should have an updated PRD.
Each employee should have a monthly conversation with their manager on the PRD.
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What’s in a PRD?What’s in a PRD?
Position goal
Key result areas (these are not KPIs)
Performance standards- ”This job is well done when…”
Duties/activities.
Knowledge, skills, mindset.
Monthly project list
Position goal
Key result areas (these are not KPIs)
Performance standards- ”This job is well done when…”
Duties/activities.
Knowledge, skills, mindset.
Monthly project list
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Benefits of managing on resultsBenefits of managing on results
True engagement and empowerment.
Tremendous time savings.
Greater opportunities to expand into new markets and/or improve the business
Significantly higher productivity.
Fakes identified quickly
True engagement and empowerment.
Tremendous time savings.
Greater opportunities to expand into new markets and/or improve the business
Significantly higher productivity.
Fakes identified quickly
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MMOTMMOT
Steps
1. Acknowledge Reality
2. Explore how it got to be that way.
3. Create an action plan.
4. Follow-up
Steps
1. Acknowledge Reality
2. Explore how it got to be that way.
3. Create an action plan.
4. Follow-up
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Cycle of Growth and Change
Attitude
KnowledgeSkill
Habit
Need toWant toCan do
Will doShow me how
Motivation gap
FundamentalsConceptsPrinciples
Knowledge trap
PracticeRightwith strong coaching
More coachingFeedbackFollow-upAccountabilityMeasurementRecognition
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The Coaching Process
66 Reinforce Progress
55Practice & Skill Development
44 Provide Resources
33Establish the Right Attitudes
22Picture the Desired Outcome
11 Identify Opportunities
77 Reward
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Multiplying our business worthMultiplying our business worth
Examine the business design and strategize for expansion into new markets with your current offering or optimize.
Build deputies that will fully lead departments or divisions of your business without constant supervision or prodding.
Expand each employee’s capacity so that work is done at a fraction of the time with multiples of productivity (80/20 principle)
Examine the business design and strategize for expansion into new markets with your current offering or optimize.
Build deputies that will fully lead departments or divisions of your business without constant supervision or prodding.
Expand each employee’s capacity so that work is done at a fraction of the time with multiples of productivity (80/20 principle)