CHARTING THE FUTURE FOR S MOOTH S AILING EFFECTIVE LEADERS HIP Presented by: Rory Gilbert, M.Ed., S PHR, S HRM-S CP
Expectations? 2 1/ 22/ 2016
S ession Obj ectives 3 • learn what people need to do their best • Learn the key attributes of effective leaders • Identify personal strengths and weaknesses • Develop a strategy to enhance leadership effectiveness 1/ 22/ 2016
Describe a leader 4 Describe the most effective leader you have worked with… 1/ 22/ 2016
Engagement 5 • What is engagement? • What does an engaged employee look like? • How about an engaged volunteer? • What happens during the work/ volunteer experience? • Why does it matter? • What can a leader do? 1/ 22/ 2016
Engagement 6 “ The organizat ion will never be what t he people (employees) are not .” Diane Oreck, Rit z Carlt on 1/ 22/ 2016
Engagement Impacts: 7 • Attendance • Productivity • Performance • Retention • Customer satisfaction • Innovation • Profit • Reputation 1/ 22/ 2016
The Engagement Index 8 • 56 % higher success rate on customer metrics (loyalty) • 44 % higher success rate on employee retention • 50% higher success rate on productivity • 33% higher success rate on profitability • 50% higher success rate on safety This range is caused by the relative presence of engaged, not- engaged and actively disengaged employees. (Coffman, 2002, p. 127 – 128) 1/ 22/ 2016
Employee Engagement 9 • 29% of employees are engaged and committed to the work – they are “ ideal employees” • 54% of employees are neutral – they show up, do what is expected and little more • 17% of employees are actively disengaged – they destroy customer relationships day in and day out – they can be described as “ CAVE” people • … continuously against virtually everything – and they recruit others to their cause 1/ 22/ 2016
Leadership and Engagement 10 • Produce only if watched • Proud t o t ell ot hers t hey’ re carefully part of t he organizat ion • Motivated primarily by • S t rong sense of t eam spirit money • S et t heir own personal • S ay good things about the values as consist ent wit h organization publicly? t hose of t he organizat ion criticize it privately • At t ached and commit t ed t o Low Engagement • Consider looking for t he organizat ion another j ob if the organization experiences • S ense of ownership for t he problems organizat ion • Feel unsupported and 1/ 22/ 2016 unappreciated High Engagement
From Good to Great 11 • Five Levels of Leadership • Level 1 relates to individual capability, • LEVEL 2 to team skills, • Level 3 to managerial competence, • Level 4 to leadership as traditionally conceived. • Level 5 leaders possess the skills of levels 1 to 4 but also have an "extra dimension": a paradoxical blend of personal humility ("I never stopped trying to become qualified for the j ob") and professional will ("sell the mills"). • Key Traits Humility Focus on the company Ferocious Resolve Insiders http:/ / www.j imcollins.com/ article_topics/ articles/ the-misguided-mixup.html 1/ 22/ 2016 -- Jim Collins
Leadership behaviors 12 • Model the way • Inspire a shared vision • Challenge the process • Enable others to act • Encourage the heart Leadershipchallenge.com -- Kouzes and Posner 1/ 22/ 2016
Diversity and Inclusion: The Leader’s Role 13 • Visibly champions diversity and drives initiatives • Creates an environment which is inclusive and open • Demonstrates a collaborative leadership style • Embodies merit-based decision-making eeks out and values employees’ contributions • S • Creates a sense of collective identity/ shared goals within the team • Possesses cultural competency • Has the ability to actively manage conflict 1/ 22/ 2016 Deloitte, 2014
Qualities of Leaders 14 1/ 22/ 2016
Themes 15 • What are the themes that you noticed? • On your handout • Circle your strengths • Underline the items that you could improve 1/ 22/ 2016
What do employees need? Volunteers? 16 From t he gallup q-12 • To know what is expected • That my opinion matters • To have resources • That my work has meaning – mission • To do what I do best • That my co-workers are committed • Recognition and praise • A best friend • S omeone who cares about me • An opportunity to talk about as a person progress • S omeone who encourages my • To learn and grow development How many of these items can With what skills? 1/ 22/ 2016 be influenced by a leader?
S even Essentials to Encouraging the Heart 17 1. S et clear standards 2. Expect the best 3. Pay attention 4. Personalize recognition 5. Tell the story 6. Celebrate together 7. S et the example 1/ 22/ 2016
Next steps 18 • How do your strengths line • Feedforward up with employee needs? • What could I do to … • Identify one attribute that would benefit your employees if you improved. 1/ 22/ 2016
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