6 C’s of a Connected Leader Dan Pontefract danpontefract.com @dpontefract dp@danpontefract.com
Engagement Trends
Google Trends: Employee Engagement
AON Hewitt Employee Engagement Trend
Blessing White Employee Engagement Trend
Gallup Employee Engagement Trend
Engagement & Leadership?
Is This Leadership?
Or Is This Leadership?
Why?
Monarchies
war
Culprit?
Evil Twins?
The TELUS Story
The TELUS Engagement Story TELUS Employee Engagement 100 80 58 54 53 60 40 20 0 2007 2008 2009 2010 2011 2012
The TELUS Engagement Story TELUS Employee Engagement 100 80 80 70 58 57 54 53 60 40 20 0 2007 2008 2009 2010 2011 2012
Culture as a Competitive Advantage “the TELUS engagement score is the highest in Canada and in the top one per cent globally” AON Hewitt
TELUS Timeline: Frameworks, Awards & Engagement Connected TELUS Leadership Collaboration Learning 2.0 Model Philosophy Technologies 2009 2010 2011 2012 Engagement=54% Engagement=57% Engagement=70% Engagement=80%
Collaborative Leader Action Model (CLAM)
Back to TELUS
TELUS Leadership Philosophy – Implemented in 2010
Benefits: TELUS Leadership Philosophy • A leadership framework for all 1 40,000+ TELUS team members • Leadership is for all; culture is our 2 competitive advantage and inculcated by the TLP • A common language / framework 3 for all team members to utilize in their daily operations & actions • The driving force behind 4 Leadership Development, Career Development & Performance Mgt
Leadership + Learning + Collaboration = Successful Model Connecte d Learning Model
A Few TELUS Examples
Open Leadership & Customers First Phase 1: all team members engaged in the creation of Customers First commitments 1000s of idea submitted Consolidate, refine and summarize submissions Summarized to top 20 DLF/MLF workshops to review and validate Validated results to top 10 SLF / ELT validate and approve Final top 4 Communicate commitments to all team members Oct – Phase 2: making it personal Execute & ongoing Phase 3: embedding into everything we do Evaluate
Back to the 6 C’s
The Juxtaposition
How do you solve PROBLEMS?
How do you get WORK DONE?
How should we solve PROBLEMS?
How should we get WORK DONE?
Collaborative Leader Action Model connect congrats CLAM consider confirm communicate create
A Real-World Personal Example of the CLAM Dan and his Team
connect
consider
communicate
create
confirm
congratulate
Collaborative Leader connect Action Model congrats (with others) (through feedback & recognition) consider confirm CLAM (all options) (the result met the target) communicate (the decision & create action plan) (the result)
Just a Typical Workplace Scenario Product Marketing Corporate Marketing Product Management “Design a new “Let’s redesign our “We need a GTM message” current message” new message”
Remember the Juxtaposition
Further Scenario Background Team #1 is comprised of a dictatorial leader who has instructed her team to do as she commands and her team must listen (or else). Product Marketing Team #2 has a team that is following previously established team practice, but isn’t involving anyone else in the org despite good intentions. Corporate Marketing Team #3 is eager and innovative but doesn’t know to include others across the company in the naming or messaging process. Product Management
Typical Scenario – What Happens Next? Team #1 is scared to death to confront the leader, thus members acquiesce and do as they’re told . Product Marketing Team #2 is following standard practice, but who says this is the best way to proceed? Corporate Marketing Team #3 contains employees who may be collaborating among their own team members, but are blind to ideas or opinions elsewhere. Product Management
What is The Net Result?
So What Do We Do?
The CLAM in Action Corporate Marketing Product Product Management Marketing
In Summary
Be Like The Amish
6 C’s of a Connected Leader Dan Pontefract danpontefract.com @dpontefract dp@danpontefract.com
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