The importance of listening: for effective leading, engaging and - - PowerPoint PPT Presentation
The importance of listening: for effective leading, engaging and serving Dr Louise Parkes ACSA National Conference, Sydney, September 2011 e: louise.parkes@voiceproject.com.au p: 02 8875 2803 listen up... Why listen? Are we
Dr Louise Parkes ACSA National Conference, Sydney, September 2011 e: louise.parkes@voiceproject.com.au p: 02 8875 2803
2
“voice” - providing a means to communicate and influence the decision-making process in organisations In order to improve
3
Exit Voice Neglect Loyalty Through our research and consulting in over 3,000 organisations we have ‘given a voice’ to 700,000 employees, leaders and clients in a wide range of industries and countries
purpose
results focus mission & values ethics role clarity diversity
participation
leadership recruitment cross-unit cooperation learning & development involvement reward & recognition appraisal supervision career opportunities
passion / engagement
job satisfaction intention to stay
progress
change & innovation customer satisfaction
And Langford, P. H., Parkes, L. P., & Metcalf, L. (2006). Developing a structural equation model of organisational performance and employee engagement. Proceedings of the joint conference of the Australian Psychological Society and the New Zealand Psychological Society, Auckland, New Zealand.
4
|
Based on Langford, P. H. (2009). Measuring
engagement: Evidence for a 7 Ps model of work practices and outcomes. Australian Journal of Psychology, 61, 185-198.
5
6
‘Leaders should listen and listen and listen. Only through listening can they find out what’s really going on. If someone comes in to raise an issue ... and the leader does not allow the individual to state their case fully and to get emotions out in the open, the leader is likely to understand
be solved.’
Testimony from Smith, M. (2003). In Report of the Columbia Accident Investigation Board, Vol I. www.nasa.gov/columbia
7
The Minister for Innovation, Industry, Science and Research Senator Kim Carr: ‘… Maybe it is time we started thinking this way again— especially given the evidence that workplace democracy increases productivity and cuts downtime by involving workers directly in the innovation process, reducing supervisory overheads, empowering workers to employ the knowledge that only they have, and creating decentralised lines of communication that make it easier to fix problems as soon as they arise. The cause of continuous improvement is best served by cooperation rather than confrontation, and it is most likely to succeed when it involves the whole enterprise, from the boardroom to the factory floor.’
Carr, K. 2009, ‘Innovation and social democracy’ A speech delivered to the John Curtin Institute of Public Policy, Perth, 28 August
8
http://www.youtube.com/user/voiceprojectvideo?feature=mhee
9
At the interpersonal level - person-centred philosophy
as more important than getting the tasks done
Ethics Role Clarity Diversity Resources Safety Facilities Teamwork Work/Life Balance Organisation Direction Results Focus Mission & Values Processes Technology Leadership Recruitment & Selection Cross-Unit Cooperation Learning & Development Involvement Rewards & Recognition Performance Appraisal Supervision Career Opportunities Motivation & Initiative Talent Wellness
Importance Performance
higher lower lower higher
maintain prioritise Ideally, management practices should rest in the oval where there is a good match between performance and importance promote limit
11
more involvement from people that will be directly affected Get staff involved in decision making even in just small ways e.g.input in developing forms that we use ourselves listen to staff and work with teams to problem solve and support have more confidence in us and take account of our suggestions listen to the workers, managers are not always right
3.5 3.7 3.9 4.1 4.3 4.5 High Expectations Happiness Verbal Influence Advocacy Quality Recognition Developing Others Optimism Empathy Speed Cooperation Vision & Inspiration Problem-solving Health & Safety Continuous Improvement Time Management Stress Management Work/Life Balance Risk-Taking Intellectual Stimulation Performance Correction Receiving Feedback
12
1,248 employees rating 211 leaders
and change management behaviours
product
people
partnership
DRIVERS client passion company progress OUTCOMES
13
|
Quality Innovation Speed Cost Facilities Staff Capability Staff Caring Staff Coordination Staff Contact External Communications Responsiveness Complaint Handling Ethics Social Responsibility Environmental Responsibility
performance importance
higher lower lower higher
maintain prioritise
Examined the impact of 15 drivers of perceived service quality on satisfaction for 3,798 consumers
promote limit
Top quartile
15
Bottom quartile
16
at the mercy of management
Donoghue et al (2011) Employee participation in the healthcare industry: The experience
17
Command & Control Telling, assuming, directing, identifying problems and mandating solutions, having all the answers, controlling Task leadership know what and how The Leader’s Checklist (2011) Take charge Act decisively Communicate persuasively Dampen over-optimism Motivate the troops Listening Leader asking, listening, guiding, facilitating, steering, helping others recognise and solve problems, asking for ideas, supporting others while maintaining accountability People leadership – connect, enjoy Change leadership – voice, innovate Chilean Mining Rescue Build a diverse top team... collectively capable of resolving the key challenges
18
dementia
everything; too many to name - eg really nice staff, listen to me HWNS asks what i want to do in my spare time, what do i want to do in my future, what do i want to learn people at hand to help me out and listen to me. Not just sitting down with me, but really listening to me and my needs Having a coffee with someone that listens
19
20
“Active listening” Requires
provide feedback and take action score substantially higher
engagement
act on survey results and show far higher engagement
21
44% 78% 42% 80% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% No Yes
Acted On Survey Results Employee Engagement
Provided feedback of survey results Made improvements based on results
scientific evidence
Bites”
22
engagement survey as well as our leadership 360 and service quality surveys
minutes, receive automated response rate updates, and your report will be ready for download when the survey closes
23
24
Dr Louise Parkes e: louise.parkes@voiceproject.com.au p: 02 8875 2803
25
This organisation is good at selecting the right people for the right jobs 47% This organisation fulfils its obligations to me 62% The rewards and recognition I receive from this job are fair 51% I am consulted before decisions that affect me are made 49% Senior management listen to other staff 57% % Fav Impact On Impact On PASSION PROGRESS
2009a) employees of a large institution rated four levels of management ranging from senior executives through to frontline supervisors, as well as rating relationships with coworkers.
26 % Fav Impact On Impact On PASSION PROGRESS Leadership - Principal Officers 57% Leadership - Senior Manager 61% Leadership - Manager 70% Leadership - Supervisor 74% Coworkers 90%