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Employee Engagement Specialist Certificate

Program

Day 3 Engaging Your First-line Leaders Implementing a Communication Protocol Building Innovation into Your Culture

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www.EmployeeEngagement.com © The Employee Engagement Group

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Engage Your First-line Leaders

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Emotions and Engagement

Positive Emotions that Drive Engagement Negative Emotions that Drive Dis-engagement

Valued

Confident

Inspired

Enthusiastic

Empowered

Disinterestedo Boredo Lethargic

Irritatedo Insultedo Manipulated

Uncomfortableo Anxiouso Vlunerableo Intimidatedo Fearful

First Line Leader Role in Engagement

The #1 driver of employee engagement is one’s first line supervisor*

Disengaged managers are 3 times more likely to have disengaged employees**

Less than 10% middle managers rated their management training to be excellent

75% of people voluntarily leaving jobs say their boss as the reason

* Gallup survey of 80,000 Global Employees** Sirota Intelligence Study

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Skills of Leaders that Engage

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Leadership Evaluation

On the following statements, rate on a scale of 1 – 10 (1 = Not at all, 10 = Excels at this) or, if not applicable, NA. Global Perspect ive Rat ing

Not at all Excels at thisWorks effectively in cross-cultural environment 1 2 3 4 5 6 7 8 9 10 NAShows an appreciation of the value of diversity (race, nationality, culture, age, gender, sexual orientation) 1 2 3 4 5 6 7 8 9 10 NA

Varies his/her approach to adapt to cultural differences 1 2 3 4 5 6 7 8 9 10 NA

Vis ion and Al ignment Rat ingNot at all Excels at this

Communicates clear vision for his/her part of the organization 1 2 3 4 5 6 7 8 9 10 NATranslates vision into motivating strategies and implementation plans 1 2 3 4 5 6 7 8 9 10 NAHelps people set short-term priorities in line with long-term goals 1 2 3 4 5 6 7 8 9 10 NAHelps direct reports understand how they contribute to the vision 1 2 3 4 5 6 7 8 9 10 NA

Staf f Development /Succession Management Rat ingNot at all Excels at this

Recruits and selects talented people 1 2 3 4 5 6 7 8 9 10 NAClearly communicates performance expectations 1 2 3 4 5 6 7 8 9 10 NATakes appropriate action when performance does not meet expectations 1 2 3 4 5 6 7 8 9 10 NAConducts timely and effective performance reviews 1 2 3 4 5 6 7 8 9 10 NARegularly gives open and honest feedback 1 2 3 4 5 6 7 8 9 10 NAPlaces a high priority on coaching people 1 2 3 4 5 6 7 8 9 10 NAHelps others prepare for increased responsibility 1 2 3 4 5 6 7 8 9 10 NAProactively looks to promote from within 1 2 3 4 5 6 7 8 9 10 NAWorks with employees to identify career growth plans that link with business growth plans (cross-training/professional development) 1 2 3 4 5 6 7 8 9 10 NA

Helps less experienced employees gain experience interacting with clients 1 2 3 4 5 6 7 8 9 10 NADelegates decision-making to the appropriate level (closest to work/client) 1 2 3 4 5 6 7 8 9 10 NALooks to eliminate unnecessary work or obstacles to productivity 1 2 3 4 5 6 7 8 9 10 NAHas proactively identified and developed a successor to him/herself 1 2 3 4 5 6 7 8 9 10 NA

Mot ivat ion /Recogni t ion Rat ingNot at all Excels at this

Recognizes and rewards achievement when performance surpasses expectations 1 2 3 4 5 6 7 8 9 10 NA

Seeks input before making key decisions 1 2 3 4 5 6 7 8 9 10 NAShows employee empathy 1 2 3 4 5 6 7 8 9 10 NAIs distant enough to be objective 1 2 3 4 5 6 7 8 9 10 NAKeeps promises and commitments 1 2 3 4 5 6 7 8 9 10 NAFocuses on how results are achieved as much as on what results are achieved 1 2 3 4 5 6 7 8 9 10 NAProvides positive feedback when deserved 1 2 3 4 5 6 7 8 9 10 NABases pay fairly on both quantitative and qualitative results 1 2 3 4 5 6 7 8 9 10 NAEstablishes a culture which enables others to succeed 1 2 3 4 5 6 7 8 9 10 NA

Team Development Rat ingNot at all Excels at this

Works cooperatively with others to achieve common goals 1 2 3 4 5 6 7 8 9 10 NASuccessfully manages conflict 1 2 3 4 5 6 7 8 9 10 NAWorks effectively with peers and colleagues 1 2 3 4 5 6 7 8 9 10 NAWillingly shares his/her “best” individual talent with others 1 2 3 4 5 6 7 8 9 10 NARespects the importance of other people’s time 1 2 3 4 5 6 7 8 9 10 NAConsistently treats people with dignity and respect 1 2 3 4 5 6 7 8 9 10 NAInspires people to follow 1 2 3 4 5 6 7 8 9 10 NA

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Exercise - Twelve Needs a Leader Must Fill Self-Assessment

On the following chart, force rank yourself in each category from 1 – 12:• 1 = Highly Effective• 12 = Needs most work

Use each number only once but use all numbers.

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Force Rank

Yourself

________

____

____

____

________

____

____

____

____

____Trust

I believe in you

AuthoritySomeone is in charge

Security Things will probably

turn out okay

DirectionSomeone knows

where we’re going

VisionWe know where

we’re going

StructureEveryone knows where they fit in

ClaritySomeone is saying what is

expected of us

Key:

Specific Need a Leader FillsHow the team members define the need

Role ModelWe have someone

to look up to

ReassuranceSomeone is looking

after us

CohesionWe’re all singing from the same song sheet

InspirationWe feel good about what we are doing

RecognitionWhat I do matters

Twelve Needs a Leader Must FillBelow is a list of the twelve needs a leader must full with team member comments and descriptions. Use this to help complete the assessments.

Need Description

Authority

Someone is in charge

Employees want to know that there is someone in charge and that they have one person who they go to for support and that can make final decisions. Demonstrating a strong management style and doing what you say you will do is essential for filling this need.

Clarity

Someone is saying what’s expected of us

Having a sense of what is expected of you, both in productivity and in your development is essential to a successful career. The leader who can clearly establish expectations and provide the ‘why’ and ‘how to’ direction can be more effective leading people.

Cohesion

We’re all singing from the same song sheet

As each team member understands expectations (see Clarity) and where they fit in the team structure (see Structure), they are all working from the same page of instructions. This creates a common understanding among all team members, increases team development, and reduces conflict.

Direction

Someone knows where we’re going

The leader who knows the direction of the team and can confidently demonstrate that direction will meet the needs that employees want to know that what they are doing is part of a larger picture. Direction that is unclear or ambiguous creates a vacuum that team members will try to fill, often moving the team off track. When team members have faith that the manager/leader knows the direction they are going, they are more likely to follow.

Inspiration

We feel good about what we are doing

A leader that inspires will help employees see the value of the job and feel good about the vision, direction, and dedication of the team. This is not to say that a leader needs to give motivational speeches or breathe fire and brimstone to influence employees, but the leader must inspire employees to do their best with what they have and feel good about doing a good job.

Reassurance

Someone is looking out for us

Leaders often go behind closed doors and are involved in decisions that impact their employees and teams. This can be a time in which employees feel the most powerless and vulnerable. If they know that their leader ‘has their back’ and will look after their interests as well as the company’s, the feelings of powerlessness will be reduced.

Recognition

What I do matters

Employees want to know what they do matters and want to be recognized for doing a good job. An effective leader will provide the appropriate recognition to employees and teams that demonstrates and reinforces their value to the team, department, and company.

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Twelve Needs a Leader Must Fill (continued)

Need DescriptionRole model

We have someone to look up to

A role model is someone who we can adapt behaviors to be like. A leader can have an impact on the team and individuals by consistently demonstrating the kinds of behaviors that people want to see in a leader.

Security

Things will probably turn out okay

In today’s business world, nothing is guaranteed, especially employment, job structure, and the organization of the company. At any time, a leadership team may make changes to staffing, departments, and entire organizations. As a leader, it’s important to communicate that, no matter what happens, things will probably turn out okay. Note that this is not a promise or guarantee that things will turn out the way the employee wants them to, but employees can be secure in the fact that change is often needed and leads to better things.

Structure

Everyone knows where they fit in

Employees want to know where they fit in – to the team and to each piece of the organization above and below their position. An effective leader will identify and communicate the structure and where each person fits into that structure. Employees should know their roles, boundaries, and what is expected of them (see Clarity)

Trust

I believe in you

Trust in one’s manager the #1 way to build an engaged culture. A leader that develops the trust of employees and teams generates a high level of engagement. Trust ties many of the other needs together especially reassurance, security, role model, and direction.

Vision

We know where we’re going

An effective leader communicates to the team the ultimate goals of the team, the department, and the business. Team goals are consistently tied to the vision of the company and employees know how their team contributes to its success.

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Twelve Needs a Leader Must Fill AssessmentForce-rank the person you are evaluating on the following 12 needs a leader must fill as follows:

1 = Highly Effective12 = Needs most work

Remember to you each number, 1 – 12, only once.

Need Rank Team members say… Suggestions for improvement

Authority Someone is in charge

ClaritySomeone is saying what’s expected of us

CohesionWe’re all singing from the same song sheet

DirectionSomeone knows where we’re going

InspirationWe feel good about what we are doing

ReassuranceSomeone is looking out for us

Recognition What I do matters

Role modelWe have someone to look up to

SecurityThings will probably turn out okay

StructureEveryone knows where they fit in

Trust I believe in you

Vision We know where we’re going

After completing your ranking, look at the areas that you feel need improvement (9 – 12) and make suggestions about what can be done in order to increase effectiveness in each of these areas?

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Scoring SheetOnce you’ve collected responses from your team members, transfer their ratings into the following form, average ranking scores, and look for patterns in the distribution of numbers. Does your team agree with your ranking? Are there areas where there is more than a 3 point delta?

Need Manager Ranking

Team Average

Team Member

Team Member

Team Member

Team Member

Team Member

Team Member

Team Member

Team Member

Team Member

Team Member

Team Member

Team Member

Team Member

Team Member

Authority

Clarity

Cohesion

Direction

Inspiration

Reassurance

Recognition

Role model

Security

Structure

Trust

Vision

Action PlanArea needing Attention Action(s) to Make Improvements Revisit on (date)

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Sample Scoring SheetOnce you’ve collected responses from your team members, transfer their ratings into the following form, average ranking scores, and look for patterns in the distribution of numbers. Does your team agree with your ranking? Are there areas that are more than a 3 point delta?

Need Manager Ranking

Team Average

Team Member

Team Member

Team Member

Team Member

Team Member

Team Member

Team Member

Team Member

Team Member

Team Member

Team Member

Team Member

Team Member

Team member

Authority 1 2.3 3 2 2 1 4 3 3 1 1 3 3 2 3Clarity 10 9.2 12 11 8 10 10 9 8 8 10 9 8 7 12Cohesion 7 5.3 4 6 3 5 1 12 7 7 2 1 5 11 4Direction 8 1.8 1 3 1 2 2 1 1 2 3 2 1 3 1Inspiration 9 10.

1 6 10 12 8 8 11 12 12 12 6 12 12 6Reassurance 4 4.8 5 4 5 4 6 6 4 5 6 4 4 5 5Recognition 12 8.8 10 8 9 9 11 7 10 9 8 12 7 6 10Role model 6 10.

4 9 12 11 12 9 10 11 11 9 10 11 10 9Security 5 6.3 8 7 7 7 5 5 6 6 7 8 6 4 8Structure 11 9.5 11 9 10 11 12 8 9 10 5 11 9 9 11Trust 2 3.1 2 1 4 3 3 2 2 3 4 10 2 1 2Vision 3 5.5 7 5 6 6 4 4 5 4 6 5 6 8 7

Action PlanArea needing Attention Action(s) to Make Improvements Revisit on (date)Role model – 4.4 point delta

Address difference in team meeting – ask for anonymous feedback on where I could improveShare results with my mentor – discuss how I can be seen as more of a role model

January 12February 1

Structure – both rated with high number

First, determine if this is important to the employees – this can be done through the team meetings and in our one-on-one meetings

January 30

Inspiration – both rated with high number

Looking at all the 12s, I’m much less inspirational than even I thought. Combine this with my attention to my score as a role model

January 12

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Tips for Making Improvements in Each of the Twelve Needs

AuthorityLeaders develop a sense of authority by: Do what you say you will do Demonstrate competence Learn what your employees do Empower team members Listen and leave room for input Practice transparency Confidence with the ability to

change your mind Support of organizational vision

and direction Other ideas:

ClarityLeaders provide clarity through: Creating clear expectations Validating expectations – are they

measurable, logical, enforceable? Reinforcing expectations at each

opportunity Consistently enforcing expectations

– play no favorites Communicating expectations to

new employees Other ideas:

CohesionLeaders develop team cohesion by: Identify and live the values of the

organization Defining the vision and direction Creating 2-way communication Creating competition within the

team Develop a sense of pride to be on

the team Create a level of trust between

team members and yourself Establish clear goals Other ideas:

DirectionLeaders define direction by: Creating a clear vision of where the

team is going Mapping out how the team will

reach the vision Defining growth opportunities for

team members Providing coaching and mentoring

to employees with growth potential Investing in learning and

development opportunities Communicating changes to the

direction with clear reasons and impact

Confidently making and communicating decisions

Other ideas:

InspirationLeaders can inspire their team through: Establishing the vision and

direction Recognize people doing something

right Eliminate barriers to getting tasks

done Listening Giving credit instead of taking Thinking about purpose Make team members accountable Other ideas:

ReassuranceLeaders provide reassurance by: Doing what you say you will do Maintaining transparency Supporting management decisions

even if it’s against employee wishes

Delivering clear and concise communication, especially about what impacts the team

Sincerely representing your team and team members

Delivering news, good or bad, immediately team members want to know

Other ideas:

© The Employee Engagement Group 14 Day 3All Rights Reserved

Tips for Making Improvements in Each of the Twelve Needs (continued)

RecognitionLeaders recognize effectively by: Identifying specific areas that will

be recognized Communicating expectations in

order to receive recognition Recognizing consistently Communicating recognition up the

chain Being sincere in recognition –

recognized because it’s deserved Saying thank you Individualizing recognition to each

team member Other ideas:

Role ModelLeaders develop as role models by: Do what you say you will do Self-awareness – know your faults

and work on them Commitment to developing people Empathy and compassion for

employees and others Make decisions logically and with

as much information as possible Listen Persuasion techniques Have role models yourself, and talk

about them Continuous self-improvement –

model your role models Envision a better future Collaboration with colleagues Other ideas:

SecurityLeaders provide a sense of security by: Communicating to employees

information available Transparency Building trust with employees Confidence Compassion Understanding Identifying possible alternatives Helping employee with problem

solving Other ideas:

Note: remember, never promise security, especially job or position security

StructureLeaders develop structure through: Identifying specific roles and

responsibilities Assigning roles and responsibilities

so everyone knows Identifying leaders within the team

to provide support Defining growth opportunities for

team members Other ideas:

TrustLeaders create trust by: Demonstrate compassion for your

employees and others Do what you say you will do Defining growth opportunities for

team members Demonstrating competence Having a connection with

employees – ask questions, take interest

Committing to the greater good Being consistent – employees want

to know what goes for them, goes for everyone else

Other ideas:

VisionLeaders communicate vision by: Maintaining connection with

organization Providing clear examples of how

the vision relates to the team Supporting the vision of the

organization Discussing with the team their

perception of the vision – clarifying misunderstandings

Other ideas:


Vision and Alignment Worksheet

Company Vision and Strategy Department or Team Vision, Strategy, and Priorities

Communicating and Monitoring Goals

Department Goals How do you monitor and communicate progress?

What reward systems do you have in place?

Team or Department Individual


Create a Motivational Culture

Accountability CommunicationSetting Clear Expectations

Performance Management

What is your process?

How is it supported?

How is consistency maintained?

Business Information

Input

Ability to talk to you

Knowing Your EmployeesProfessionally Personally


Team Development

Ideas for moving the team from the Forming to the Performing stage

Forming Performing

Stormng Norming


Team DevelopmentForming Storming Norming Performing

Member behavior

Characterized by... Anxiety Search for structure Silence Reactive to leader Superficial Overly polite

Characterized by... Increased testing of norms Fight or flight behavior Attacks on the leader Polarization of the team Power struggles Hostility/silence Fails to commit to action plans

Characterized by... Effort to get along Constructive conflict Realistic norms and guidelines Functional relationships Acceptance of each other and leader Caring, trusting, and enjoyment

Characterized by... Cohesiveness Conflict management Active listening Shared leadership Creative problem solving Here and now focus

Reaction to Leadership

Accepted / tested by members Tentative

Power struggles Jockeying for position/control

General support Differences acknowledged

Leadership distributed among members by expertise

Decision making

Dominated by active members Fragmented Deadlocks To team leader by default, or Most powerful or loudest

Based on individual expertise Often by leader in consultation with

team member

By consensus Whatever it takes collectively or

individually

Climate Cautious Feeling suppressed Low conflict Few outbursts

Subgrouping Overt/covert criticism Disagreements between subgroups

Dealing with differences Opening up true feelings Straight confrontation

Shared responsibility Open expression Disagreements resolved promptly

Task functions & major issues

Get the team started, establish identity... Develop common purpose Orientation Provide structure Build trust Manage transitions

Question identity, manage increased conflict... Openly confront issues Increased participation Testing of group norms Increasing independence from leader

Establish realistic guidelines and standards... Team responsibility Cooperation and participation Decision making Confronting problems Shared leadership Quality and excellence Team assessments

Progress toward goal, true collaboration Monitor accomplishments Critique process, assess interactions Avoid ‘groupthink’ Satisfy members’ personal needs

Leadership roles

Reduce the uncertainty... Set goals, clarify purpose Draw out questions Let members get to know each other Model expected behavior

Legitimize conflict... Examine own response to conflict Reinforce positive conflict resolution

efforts Acknowledge conflict as essential for

change Do not become more authoritarian

Encourage norm development... Develop goals Use consensus Redirect questions Develop positive listening skills

Maintain team skills... Maintain technical and interpersonal

skills Provide feedback on group’s

effectiveness Assist in gaining more meaning from

meetings

Based on the group development model developed by Bruce Tuckman


Staff and Self Development

Leadership Selection ProcessPosition:

Performance Objectives and Expectations What will this person be expected to accomplish in this role; how will he/she be evaluated?

What are the requirements of this job?Behaviors and Traits Skills, Education, and/or Experience

Internal or external candidateInternal Leading Candidate Name

If no internal candidate, why not?

How will you replace this internal candidate in his/her current position?

External Leading Candidate Name

Why is an external candidate preferable to an internal candidate?

TrainingWhat training will be required to be successful in this position? How will training be provided?


This framework is designed to assist you in identifying and assigning the appropriate learning and development strategies that will help you achieve your targeted professional and career development goals. You may want to reference this information as you create or modify development goals.

Learning and Development Actions

Description Target Skill-Set Examples Implementation Steps/Success Factors Benefits

Formal Training & Education

(internal or external)

Classroom, Webinar, or online self-paced courses targeted toward specific employee groups or skill development areas.

o Functional or role-specific skills/knowledge

o Interpersonal skills development

o Leadership Development

o Live, instructor-led course

o Webinar based instructor-led course

o On-line self-paced course

o Identify employee knowledge or skill need/gap

o Match to appropriate training courseo Develop pre- and post-training goalso Ensure program attendanceo Provide manager feedback and evaluate

progress in using skills on the job

o Provides immersive, targeted development.

o Timing of training is important; should be completed close to time when skills/knowledge can be used/applied

On-the-Job Training/Challenges

Training or coaching provided to employees by managers, supervisors, and/or peers; activities align with day to day job tasks and assignments.

o Core job experienceso Personal challenges

o Creative problem-solving

o Identification of new ways to work

o Engagement in planning projects

o Identify employee knowledge or skill need/gap

o Determine which on-the-job opportunities that would be appropriate/of interest

o Determine goals of assignmento Facilitate learning during assignment,

provide support.o Evaluate goal accomplishment

o Provides employee development through providing additional responsibility

o Enables employee to learn through experience

Professional Membership/Association

Typically a method to increase exposure to best-practices and knowledge sharing within a technical/professional discipline.

o Networking/Exposureo Specific functional or

professional skill development

o Participate as a member or as leader of professional organization, or internal/external networking

o Identify if broader or targeted exposure knowledge is desired/needed.

o Talk to various people who belong/have participated in those groups; get feedback on effectiveness, focus, etc. of organization.

o Facilitates network building

o Provides greater access to professional resources/best-practices

Reading/Writing Self-directed learning or research in topical areas.

o Gaining and/or sharing specific knowledge

o Books, case studies, articles, on-line research, etc.

o Writing a technical paper

o Identify knowledge gaps/needso Provide recommendations, help, or ideas

for resources as needed

o Exploration or targeted study of a particular subject matter

Feedback Typically someone observes the employee and provides information, advice, and instruction intended to help develop skills, improve performance, or enhance the quality of his/her career.

o Functional or role-specific skills/knowledge

o Interpersonal skills development

o Leadership development

o Managero Supervisoro Peero Experienced coach

(internal or external)o Client

o Identify skill to be developed and who would be best able to provide feedback

o Provide opportunities for observationo Meet to discuss self-evaluation and give

objective feedback

o Provides objective, outside view

o Opportunity to reflect, discuss and learn from experiences

o Improves short-term performance and longer-term development

Mentoring Typically a training method o Career o Career-oriented o Determine what type of mentoring o Knowledge sharing





whereby a less experienced employee is matched with a more experienced colleague for guidance and development either through informal or formal programs.

pathing/advancemento Leadership

developmento Networking/Visibility

mentoring to increase visibility, provide challenging development assignments

o Help with strategies for accomplishing work objectives

“program” (formal or informal) is most appropriate and can be supported.

o Carefully pair mentors to address a specific skill gap or area of focus

o Facilitate goal development at the start of the relationship

o Determine method to evaluate the success of the match/mentoring

o Upskilling of workforce

Stretch Assignments The practice of assigning an employee a new job or responsibility that is not typically associated with his/her role. Provides an opportunity to work on “next level” or different career path job responsibilities.

o Specific functional or role-specific skill

o Leadership development

o Develop a new line of business

o Turn around a struggling project/unit

o Manage difficult employees

o Work in a new functional area or line of business

o Establish with the employee the goals of the stretch assignment

o Provide logistical and other support throughout the assignment via a “safety net” of strong peers, direct reports, coaching, internal training, etc. Delegate high-risk activities within the assignment to someone else.

o Ask the employee to provide feedback on their own progress and provide objective feedback on an ongoing basis.

o Creates leadership talent with broader experience.

o Enables cross-business best-practice sharing

o Creates succession candidates

o Improves performance

Job Shadowing/

Informational Interview

A temporary work experience or opportunity whereby an employee learns about a particular job (typically in a field of interest) by walking through the work day, or talking with another employee.

For the shadow:

o Career pathingo Experience of new role

and new organizational experience

o Networking

For the “Host”

o Analysis of own style, career path

o Self-reflectiono Networking

o One-to-one shadowingo Group shadowingo Informational interview

to learn about the other person’s experiences, strengths, what they consider success factors for the job, etc.

o Help the employee determine who is the best person to “shadow” or talk to; preferably someone who demonstrates the company values, core competencies for the position, and is a good role model

o Consider logistical difficultieso Involve the shadow in planning to

address any logistical or scheduling difficulties

o Create clear objectiveso Collect feedback throughout the

shadowing engagement

o Enables cross-functional best-practice and knowledge sharing

o Facilitates internal network building

o Facilitates understanding of different job and skill requirements

Temporary Assignment/Job Rotation

The practice of transferring an employee for a temporary period of time between various jobs

o Cross-functional knowledge

o Gaining breadth or

o Functional rotation (all assignments within one unit, e.g. Operations,

o Carefully assign participants to assignments that meet specific development needs

o Creates greater organizational flexibility and talent with broader





within an organization. Intended to provide participants with a range of business and leadership experiences.

depth of experienceo Business problem-

solvingo Selling and influencing

skillso Leadership skillso Networking/Exposure

Sales, Air Quality, Finance, HR)

o Cross-functional rotation (assignments span various functional units)

o Provide support before, during, and following the assignment

o Ensure successful re-entry to original jobo Collect feedback throughout the process

to determine effectiveness in achieving desired goals

experience and skillso Provides employee with

chance to learn new skills and test potential in different roles

o Enables knowledge sharing and understanding within and across functions

Task Force/Committee The practice of giving an employee the opportunity to serve on a team for a particular term or to achieve a particular goal. Intended to give the employee visibility, opportunity to work on an important organizational priority.

o Visibility & exposure to the business

o Opportunities to develop new relationships, perspective

o Learn new content areas, or provide subject matter expertise

o Leadership skills, problem solving and decision-making

o Breaking new ground (e.g. research & development, joint venture, new product, M&A, etc.)

o Internal or external committee

o Identify employee development and career goals

o Determine which organizational task force/committee would benefit from employee’s skills and would also provide needed exposure or learning

o Ensure involvement has a defined start, milestones, and recognizable endpoint indicating success or failure

o Track, measure, and reward progress; task forces and committees are often “extracurricular,” and create additional time demands

o Mutual benefit of achieving organizational goals and promoting employee development


Leadership and Engagement Best Practices

Leadership Use positive language – say what to do vs. what not to do

Validate before you communicate – rumors can sound just like facts

Ask questions and use employees as a sounding board

Listen to employees

o Use your ears and eyes

o Let employee finish (no interruptions)

o Respond to show you are engaged

o Ask questions to clarify

Encourage employee communication by facilitating discussions and conflicts

Ask for feedback from employees about your leadership

Solicit new ways of doing things

Be open to new ideas

Ask for solutions, not just complaints

Encourage employees to submit innovative ideas

Over communicate, especially in times of stress

Conduct a better practices brainstorm session

Set a good example – know who you are and live your 3 lives (business, personal, and family) with passion

Encourage employees to balance life and work

Demonstrate empathy, especially in times of personal hardship

Keep a positive attitude – your staff will mirror your behavior

Respect others’ time

Communicate, communicate, communicate

Vision and Building Alignment Understand the vision of the company

Define your vision for your department that ties directly to the vision of the company

Communicate your vision to your employees with emphasis to the connection to the company vision

Clearly articulate cascading goals

Routinely remind your employees of the vision

Define and communicate your strategy for reaching the vision

Discuss with your employees how to best execute the strategy flawlessly

Measure progress (create ‘balanced scorecards’)

Review performance against the goals – modify if needed

Commit to semi-annual review and discussion of goals with your team

Share performance results on a micro and macro level quarterly

Manage profitability, not billability

Regularly set and recalibrate priorities – make sure your effort is spent on the most important issues

Recognize and reward achievements

Self and Staff Development Start by hiring the right people (remember the “intangibles” - personality, attitudes, motives,

group chemistry - are indelible; knowledge/skills can always be acquired)

Assign a new hire an informal “mentor” from your group to help show them the ropes, learn the resources, etc.

Take new hires to lunch their first week...Request that each staff member schedule a time to have lunch with their new colleague

Set clear objectives - for new hires, for newly promoted, for new task assignment

Follow up on objectives/expectations via informal feedback, regular project reviews, “MBWA” (management by walking around)

Ensure proper assessment of progress toward objectives

o Conduct REGULAR and TIMELY Performance Appraisalso Seek their perspective on their own situation

Provide challenging work - and as much variety as possible

Cross train (within your group and between departments or disciplines)

Share knowledge - set up regular brown bag “Lunch and Learn” sessions

o See formal communications/meetings for ideas (such as regulation expert assignment)o Best way to learn is to be asked to teach

Shared knowledge is facilitated by shared access - Encourage common e-filing on the network

Make sure each junior staff is an "understudy" to an account manager or project manager

Bring employee to upper level management or client meeting with a specific role or assignment to fulfill

Hold a “re-energizing meeting” to focus on identifying “productive work” vs. “non-productive work” - which should be eliminated or reduced or altered

Ensure staff are properly equipped with resources and tools

Encourage professional registrations; professional memberships; external involvement in professional associations (great for professional development as well as potential for client development and staff recruiting)

Use succession planning tools such as:

o 360 feedback

o Individual development plans

o Electronic management system

o Training (formal and informal)

o Mentoring and coaching

o Stretch and special assignments

Creating a Motivational Culture Set clear expectations


Ask employees about their goals and objectives in the job – where do they want to grow?

o Remember - you can’t motivate employees, but you can create an environment that inspires and supports employee motivation

o Be proactive regarding deserved promotions (don't wait for the counteroffers...)

Frame and display client letters of recognition or praise of work well done

Frame and display interesting or significant project work

Celebrate birthdays and service anniversaries

Bring junior level staff to client visits (with a role) and/or include on key project team

Display newspaper clippings featuring employee or employee’s family member

Keep a positive attitude - positive energy is contagious. Never forget that your staff looks to you to keep them up!

Make it FUN!

Feed them! Plan an ice cream social to celebrate good news (e.g. recent win, above plan performance, new hire, etc.)

Provide employees with challenging and diverse work - During performance appraisal time, ask them what they would really like to work on..be prepared- it may be something entirely different than what they're doing

Address problem employees quickly before they de-motivate the group

Seek employee’s advice

Don’t hide your praise behind criticism, the employee will remember the criticism and assume the praise was included only to soften the blow.

o Praise staff immediately

o Praise staff often (though don't cheapen praise- know the difference between praise and thanks)

Be very specific about your praise - “You brought in 3 new clients this quarter - that’s terrific!”

Give public praise whenever possible and appropriate

Involve staff in task teams and in regional or national initiatives

If Regional Management or Senior Management visits an office, invite deserving employee(s) to lunch or dinner with them

Recognize good efforts

o At department meetingso Via email with cc to manager or next level managero Interoffice memoso Simple thank you notes - even right on the work producto Host a lunch

Include Project Engineer or others in project review process as a learning opportunity

Send employees to seminars and/or conferences

Arrange for exposure to management

Reward via:

o Training opportunityo Plum project assignmento National involvement


o Incentive pay - personally deliver bonus check with a thank you, while reminding employee of the behavior you're rewarding

Team Development Ensure interaction and involvement of all team members

Maintain individual self-esteem

Create environment of open communications

Emphasize mutual trust

Respect differences

Solve problems and conflicts immediately

Teach self-directive techniques – the team members are responsible for the team

Forming Establish the common purpose of the team and make it clear how people fit in

o Roleso Skillso Experience

Map out the journey of the team’s life – what are the predictable highs and lows

Storming Frame storming as a natural part of team development

Welcome debate and encourage different views

Handle disagreements immediately and encourage team members to do likewise

Balance individual needs with the overall team needs

Norming Find areas the team agrees on and focus on the positives

Develop self-esteem and confidence in individuals and in the team

Celebrate successes

Encourage open feedback

Involve all team members in decision making

Performing Share decision making and accountability

Watch for overconfidence in the team – discuss

Watch for team bonding at the expense of other outside groups


Communication Protocol


Establish a Communication ProtocolCompanies need to minimize communication gaps, build alignment with all levels of leadership, and ensure

that employees receive consistent messages.

The Communication Protocol outlines the types of information to be communicated to the organization, as

well as identifying the person(s) responsible for communicating particular topics. In addition, the audience,

frequency, and suggested communication vehicles are also outlined. Prominently displayed in all common

areas such as lobby’s and conferences, and distributed to all new hires, the Protocol ensures that

communications will align with the company’s key strategic priorities.

As importantly, the Protocol represents a set of company commitments to employees:

Leaders will be held accountable for fulfilling their communication responsibilities and assessed on the

effectiveness and timeliness of their communication.

Employees will receive regular updates about the progress, initiatives, and changes that affect them.

And (most importantly for this step of the engagement process), each communication milestone provides

opportunities for employees to ask questions, contribute ideas, and give or receive feedback.

In turn, the expectations for employees are clear. All employees are responsible to share information and

give feedback to help the company reach its goals, thereby reinforcing the desire for employees to

communicate “up” and bolstering the mutual commitment shared by employer and employee.

A Communication Protocol will reinforce that one’s culture needs to be one of mutual commitment and high

performance. All new hires should receive a copy of the Protocol, demonstrating the company’s promise to

communicate on day one.


Goals of a Communication Protocol

Establish Communication Expectations

Build consistent messaging

Create alignment with employees at all levels

Create circular communication

Build shared accountability (from the top to bottom)

Reinforce a culture of achievement

Minimize duplicate work

Reinforce key messages “13 times”

Leverage different communication venues and tools


Sample Communication Protocol

Scope Message/Topic Leader Venue Audience Frequency

General Info

Corporate

Company Update:

-Review of Company Metrics (e.g., health & safety performance to plan, net sales growth, etc.)-Recent Awards/Opportunities-Organizational Development Update-International News-Recognition

CEO EmailAll

EmployeesMonthly

Regional

Quarterly Review Meeting to include: -Review of Company Metrics -BD Review (inc. recent awards)-Recognition-Organizational Development Update

Regional VP

On-site, conference

call, or Webex

meetings

All employees of the region

Quarterly

Office

Office Update: -Review of Key Metrics (e.g. performance to plan, net sales growth, etc.)-Recent Awards/Opportunities-Workload leveling-Organizational Development Update-Recognition

Office Manager

On-site, conference

call, or Webex

meetings

All employees of Office

Quarterly/Monthly

Department

Workload leveling:

-Recent Wins Proposal Activity-Professional Developmental Opportunities-Health & Safety-Recognition

Dept. Mgr.On-site

meetingsAll employees of department

Weekly/Bi-weekly


General Info

Corporate Company Update CEOConference

CallSr. Mgt. Team

Bi-weekly

Corporate Strategy UpdateCEO

On-site meetings

Sr. Mgt. Team

Quarterly

Regional

Operations Review:

-Performance vs. Plan-Key Account Update-Strategic Initiatives-Staff Development Update

CEO

On-site meeting or conference

call

EVP, CFO,Sr. VP Sales, RVPs, Office

Managers

Bi-annual

Sales

CorporateMust Win Sr. VP

SalesConference

CallRVPs, RSDs,

KAMsBi-weekly

Regional

Regional BD Review:-BD Plan Review-Account Plan Review-Sales Training

RSDConference

CallCSCMs, KAMs

Monthly

CSCCSC BD Review

CSCMOn-site meeting

DMs, Sr. Seller-Doers

Bi-weekly

Corporate

Service Line/Industry Sectors - Bookings and Sales Trends- Overall Performance- Key Wins - Professional Development Opportunities

Applicable Leader

Email/IntranetAll

EmployeesQuarterly

Other Communication

CorporateProfessional Development Calendar and Employer of Choice Committee Updates

EVP-ODEmail, OD Quarterly

All Employees

Bi-weekly

CorporateIndirect Labor Team

VP-Quality EmailAll

EmployeesQuarterly

CorporateInnovation Committee Update Committee

ChairEmail

All Employees

Quarterly


CorporateOrganizational Development Update

HR and IS Depts.

"OD Quarterly" Newsletter

All Employees

Quarterly

Corporate"Inside Company" Mktg.

Dept.Email All

EmployeesBi-weekly


Board of Directors

BOD-Performance to plan -Forecast-Sales & Marketing

CEOOn-site meeting

BOD Members &

GuestsQuarterly

BODBi-weekly Shareholder Update

CEOConference

Call

Shareholders, CEO, EVP,

CFOBi-weekly

Information Dynamic


Example: Strategic Communications

Example: Tactical Communications


What and how we’re doing

Example: Tactical Communication


Example: Tactical Communication


What and how we’re doing

Message Who Delivers Venue Audience Frequency

Thought-Provoking Questions:

1. What are your specific strategic and tactical elements?2. What opportunities will staff have to communicate up?3. How will this tool build alignment?4. How will you leverage social media5. How will people delivering the message be held accountable?

Creating a Communication Protocol (Part 1)Imagine you are sitting with your CEO – what are the 4 key elements that he/she would want to communicate to the organization? In the form below, write the:

Message or key topic Venue – how it’s delivered Audience – who receives this directly (does it go to all employees, high level management, etc?) Frequency – how often will the message go out (will the CEO commit to this time table?)


Creating a Communication Protocol (Part 2)Look at the next level down from the CEO (Director, VP, Department Leader, etc.)? What messages or key topics should this level communicate and how does it tie to the CEO message?

In the form below, write the: Message or key topic Venue – how it’s delivered Audience – who receives this directly (does it go to all employees, next level only, etc?) Frequency – how often will the message go out (will the CEO commit to this time table?)



Creating a Communication Protocol (Part 3)Look at two levels down from the CEO (this could be line managers, department managers, or even supervisors)? What messages or key topics should this level communicate and how does it tie to the CEO message?

In the form below, write the: Message or key topic Venue – how it’s delivered Audience – who receives this directly (does it go to all employees, next level only, etc?) Frequency – how often will the message go out (will the CEO commit to this time table?)



Keeping your Protocol Vibrant

Reference in monthly CEO communication

Keep the same sequence

Leverage the same template where and when possible

Use social media in partnership with other forms

Update annually

Show communication graphically where possible

Maintain ongoing communication using a balanced scorecard

© The Employee Engagement Group 43 Session 6All rights reserved

Building Innovation into Your Culture


Definitions - Innovation vs. Invention


Techniques for Innovation

1. Brainstorming

Brainstorming is a process for creating a broad list of ideas in response to an initial question or idea. Brainstorming emphasizes:

broad and creative thinking inviting all participants' points of view ensuring that all relevant aspects of an issue or question are considered

EquipmentFlipchart, markers, tape

Brainstorming steps1. Introduce the question to be brainstormed and review the rules of

brainstorming: All ideas are welcome No comments or evaluation during the brainstorm The more ideas the better Don't worry about duplicate ideas at this point

2. Explain what will be done with the brainstormed ideas

3. Write the question to be brainstormed at the top of the first page of flipchart paper.

4. If you wish, offer a one minute "quiet period" before the brainstorm for people to think about the question and jot down a few ideas

5. Begin the brainstorm. Guide the brainstorm by recording ideas on a flipchart or

whiteboard as they come. You may wish to designate a recorder. Stop any comments that evaluate ideas. Invite new ideas, and encourage the group to share their ideas freely. Help generate energy and free-thinking through encouragement.

When one flipchart page is full, tear and post it where it is visible, then start the next page. As the responses slow down, offer last chances for additional ideas, then stop the

brainstorm. Ask the recorder for his or her ideas. Thank people for participating.

6. Number or letter the ideas when you have the full list, so people can more easily refer to a particular idea.

7. Ask for clarification of any ideas that are not clear to you or others.

Tips from experienceBrainstorming relies on people thinking and sharing freely. Remind participants of this as you enter the activity, and reinforce the first few ideas to help everyone participate freely and fully.

From brainstorming to actionWhat do you do with your brainstormed list? Here are some options:

1. You may want to take the list to review yourself, and use the ideas to make a decision or identify next steps.

2. You may want to discuss the ideas by asking the group to make comments on each idea according to some criterion (e.g., "Let's go down the list and give me a next step for making this idea happen.")

3. You may want to develop a shorter list from the full list by prioritizing the items according to your own criteria or by group opinion.


Questions That Encourage Ideas in Brainstorming

1. What if...?2. How can we improve...?3. How will the customer benefit?4. Are we forgetting anything?5. What’s the next step?6. What can we do better?7. What do you think about...?8. How can we improve quality?9. How can we streamline...?10. What should we modify?11. What should we replace?12. What should we add?13. What should we eliminate?14. Can we make any new

assumptions?15. What will make it work...?16. What other ideas do you

have...?17. What issues should we

explore...?18. What patterns can you see?19. How can we simplify...?20. Why?

2. Patterning

Patterning is taking ideas from different industries and applying them to your own. In order to conduct a patterning exercise:

Select an industry that is different from your own (retail, food service, manufacturing, entertainment, etc.)

Identify things they do that could be applied to your industry

Think about the industries below – what does each do that could be applied to your industry?

Industry What areas of the industry can youHotel

E-commerce

Supermarket

Banking

3. Job Movement


Think about the job you would like to do in your organization? If you were transferred into that position, what are a few actions you would take immediately to improve the position or department?


4. Innovative Ideas Process

Innovation solution process: This is not a suggestion box You should have a formal way to submit ideas Include an educational process – teach employees what is and isn’t an innovative idea (including

the difference between and innovative idea and a suggestion

Innovation committed guidelines The committee is made up of employees and management Membership in the committee is rotated All ideas are valued Successful ideas are communicated company-wide

5. Create Free Time to Innovate

A key to an innovative culture is allowing time for innovation without penalty: Approve a certain number of hours, budget, or % of time each week, month, or year to innovate Don’t confuse innovation with research and development (R&D)


Rate your Innovation Culture

Circle the number that best describes the innovation culture in your organization.

People Low High

We have innovative leadership 1 2 3 4 5

We develop and promote innovative people 1 2 3 4 5

Our employees are encouraged to be innovative 1 2 3 4 5

Innovation is part of our recruitment and hiring criteria 1 2 3 4 5

Culture Low High

Encourages experimentation with new ways of doing things 1 2 3 4 5

We have a tolerance for failure 1 2 3 4 5

We have time and freedom to innovate 1 2 3 4 5

Everyone knows what innovation at our company means 1 2 3 4 5

Processes Low High

There is a known strategy, purpose, and mandate for innovation 1 2 3 4 5

We have a process for encouraging innovation 1 2 3 4 5

We use social media to communicate and encourage innovation 1 2 3 4 5

We apply outside ideas to innovate internally 1 2 3 4 5

Total the circled numbers in each column

Add all numbers together for you innovation score 12 – 24 = Low score – need lots of work

25 – 44 = Somewhat innovative – not bad but…

45 – 60 = Very innovative – keep it up!


Day 3 Action Plan


Day 3 Action Plan

1. Complete a Twelve Needs exercise with your team or a group that looks at you for leadership. Use either form posted on the Specialist web site (one asks team members to rank and provide insight to the value of that trait, the other asks team members to rank and provide suggestions for improvement)

Once you’ve collected the completed forms, look for patterns and suggestions for improvements. Compare to your own ranking – are there differences? Similarities?

What can you do to be a more engaging leader?

2. Get to know a few of your employees more personally and professionally

Employee (use pseudonyms if needed)

What did you learn about thisperson on a personal level? How will it

help with his/her engagement?

What did you learn about thisperson on a professional level? How will

it help with his/her engagement?


Day 3 Action Plan (continued)

3. Create a draft Communication Protocol addressing 3 levels from the CEO down.

Level 1 (CEO, C-Suite)Message Who Delivers Venue Audience Frequency

Level 2Message Who Delivers Venue Audience Frequency

Level 3Message Who Delivers Venue Audience Frequency


Day 3 Action Plan (continued)

4. Use the Innovation Culture rating from your workbook to rate your innovation culture. Based on any

areas you rated low, make a list of actions you could take to make you culture more open to

innovation.


Day 4Pre-work


1. What is the percentage distribution of each generation in your organization (your best guess): Total Per office (if applicable)

TraditionalistBorn 1922 – 1945

BoomerBorn 1946 - 1964

Gen XBorn 1965 - 1980

Gen YBorn 1980 - 1995

Total percentage

By office

Office #1

Office #2

Office #3


Keys to Self-Motivation

There are volumes of books, articles, and blogs available that address motivating yourself. Below you will find some highlights and commonalities of self-motivation based on several of these studies. Rate yourself on each of the tips for keeping yourself motivated and bring your results to the workshop.

Tip for Self-Motivation Description Rate YourselfI need to improve I do this very well!

Reduce your ‘de-motivators’

Identify and avoid the people and activities that take energy from you 1 2 3 4 5

Find a support system Ask others to be there when you need a boost; this should be uplifting 1 2 3 4 5

Take time out for breaks and physical activities

Schedule time on your calendar to break from your daily routine and move around 1 2 3 4 5

Use humor Find jokes and comics that make you smile – learn to laugh at yourself 1 2 3 4 5

Reward yourself Don’t wait for other to provide rewards and recognition – find ways to recognize yourself for successes 1 2 3 4 5

Exercise, relax, and eat right

Maintain a healthy lifestyle – exercise regularly, put your feet up occasionally, and eat right most of the time 1 2 3 4 5

Organize your workspace Find time to put material where you can easily find it – this includes your electronic devices (e-mail and file systems will save time and energy) 1 2 3 4 5

Keep learning Give yourself the opportunity to learn something new at work and/or at home – keep your brain active and engaged! 1 2 3 4 5

Track progress Identify milestones in your projects and evaluate how you are doing against those mini-goals – make adjustments to schedules and processes accordingly 1 2 3 4 5

Help others One great way to keep yourself motivated is to help others stay motivated themselves – provide support and guidance when appropriate. 1 2 3 4 5

Challenge yourself Take on projects that are outside your comfort zone – just because you’ve never done it before doesn’t mean you wouldn’t be good! 1 2 3 4 5

Make mistakes Be willing to make mistakes and learn from the results. 1 2 3 4 5

Practice positive thinking Focus on what went right and how to improve what didn’t. 1 2 3 4 5

Motivation Plus – Mike Moore, The 8 Pillars of Motivation – Farnoosh Brock, Motivation – Brian Tracy


Motivation Technique Assessment

Read the statements below and pick the option (1, 2, 3, or 4) closest to your experience. If your experience is that you seldom do what the statement indicates, circle a 1; if you always meet the criteria of the statement, mark a 4; use 2 & 3 for all others depending on which way your answer leans.

Statement Seldom AlwaysI try to persuade and influence people rather than force them or guilt-trip them to do what I want.

1 2 3 4

I try to make work as enjoyable as possible for my co-workers and employees 1 2 3 4

I talk to people who don’t cooperate to find out their reasons. 1 2 3 4

I use my knowledge of nonverbal communication to influence discussions. 1 2 3 4

I give the people I work with full and frank information whenever possible 1 2 3 4

If I ask people’s opinions, I make a point of implementing their ideas when I can. 1 2 3 4

I avoid office politics and gossip. 1 2 3 4

I discourage other people from being involved in office politics and gossip. 1 2 3 4

I involve people in issues at the earliest possible opportunity. 1 2 3 4

I give reasons for my actions and for any disagreements with people. 1 2 3 4

I seek consensus and encourage others to do the same 1 2 3 4

I react to failure by analysis and correction, not blaming. 1 2 3 4

I seek a balance between firm control and giving people independence. 1 2 3 4

I make conscious efforts to improve my motivational skills. 1 2 3 4

I change benchmarks to keep targets at stimulating heights. 1 2 3 4

I revise the system in order to remove obstacles to performance. 1 2 3 4

I encourage people to be open about what they consider positive motivators. 1 2 3 4

In talking with people about their performance in joint efforts, I invite appraisal of my own effort.

1 2 3 4

I organize work so each person can actually complete the assigned task. 1 2 3 4I get full, clear feedback from people whose behavior I have to evaluate. 1 2 3 4

I look at assignments and projects as ways people can develop themselves. 1 2 3 4

I encourage people to act on their own initiatives. 1 2 3 4

I delegate work that does not have to be done by me. 1 2 3 4

If difficult ‘people decisions’ are needed, I make them willingly. 1 2 3 4


Statement Seldom Always

I act to avert or settle disputes and personality clashes. 1 2 3 4

I make changes only after consultation with those affected. 1 2 3 4

I thank people for good work face to face or by handwritten note. 1 2 3 4

I break the rules when there is sound reason to not work by the book. 1 2 3 4

I look for and seek to help people who are not using their potential. 1 2 3 4

I seek opportunities for radical change and take them where possible. 1 2 3 4

I give praise and/or other rewards on merit alone. 1 2 3 4

Total of each column:

Total of All 4 Columns:

To Score: Add the numerical value (each ‘1’ you circled is worth one point, each ‘2’ you circled is worth two points, and so on)

of each column and place the totals in the boxes at the end of the column. Add the 4 numbers together. Find your score below and read the analysis.

Points Analysis30 – 65 You may not be creating a motivational environment. Identify the areas of shortfall and

choose skills and practices for performance improvement.

66 – 109 You know and practice much that is motivationally sound. However, you can improve your success at motivation by choosing some shortfall areas, developing action items and concentrating on continuing effort on them.

110 – 124 You are a master at creating a motivational environment!


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