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Strategic Business LeadershipExecutive Education Seminar
THE ENGAGING LEADER – PART ONE.
Tim Reynolds, MLHRExecutive Director, Walter Center for Strategic Leadership
“It’s Like A Brastemp!”
Personal Introduction • Academic – Ohio University &
Ohio State
• Work Experience – Twenty-Five Years in Human Resources, Talent and Leadership Development
• Companies Worked For - Whirlpool, Abbott Labs, Marathon Oil & Johns-Mansville Corporation.
• Passionate About – Developing Individual and Leadership Potential.
The Engaging Leader Objectives:
1. To understand the impact leadership can have on employee engagement.
2. To consider concepts and tools leaders can apply.
3. To practice building engagement through alignment, conversation and teaming.
The Work Of Leaders 5
Start Up Questions
• Are You Currently Leading Others?– Direct Reports– Through Influence
• What Challenges Are You Facing As A Leader?
What Is Employee Engagement?
7
• Not employee happiness.
• Not employee satisfaction.
• The emotional commitment:– To Your Work– To Your Company– To Give Your
Discretionary Effort
Does Employee Engagement Matter?
• Towers Watson 2012 Global Workforce Study — 32,000 employees across 30 countries — makes the most powerful, bottom line case to date!
• In 50 global companies, Towers Watson found:
o Low Engagement = Avg. Margin < 10%
o High Engagement = Avg. Margin > 14%
8
What Factors Impact Engagement?
1. Being Part of a Winning Organization.
2. Working for Admired Leaders.3. Having Positive Working
Relationships.4. Doing Meaningful Work.5. Gaining Recognition and
Appreciation.6. Living a Balanced Life.
9Source: The Banff Centre
What People Say Are The Characteristics of The Most Admired Leaders:
• Honest
• Forward Looking
• Competent
• Inspiring
What Changes Are Impacting Our Ability to Engage Employees?
11
• Economic • Organizational • Global • Generational • Technological
Organizations have become flat, fast and adaptive to deal with change.
What Does That Mean For Leaders?
• According to Dr. Boris Groysberg, leaders must engage employees through “Organizational Conversation.”
• Leaders can create mental or emotional proximity.
12
Dr. Boris Groysberg, Professor of Business Administration, Harvard University
Proximity
• The state, quality, sense, or fact of being near or next; closeness.
• Physical proximity is becoming a challenge for leaders and employees
• Mental or emotional proximity appear to be the leadership opportunity
Emotional Proximity Is FirstBuilt Through Trust
• As a leader, how do you build trust?
• As a leader, how do you know people trust you?
The Engaging Leader Afternoon Sessions
• The Electric Maze Team Engagement Simulation.
• The Engaging Leader Toolbox– High Performance
Teaming– Conversation– Alignment
The Electric Maze
• Developed by Dr. Richard Kimball, Action Learning Associates, Inc.
• Designed for experiential team learning in a complex simulation
• Used for both group and individual development
• Designed around the 3 Ts: Training, Teambuilding and Testing
Simulation Structure
• Overview 10 Min• Strategy Session 7 Min• Activity 12 Min• Strategy Session 5 Min• Activity 12 Min• Debrief 15 Min
Rules• Strategy Sessions (2) and Team Crossing Sessions (2)
• One Person at a Time on the Maze
• Full Team Rotation – all members must take a turn crossing the Maze
• One Square at a time – No Jumping
• Must Enter from the Front – No entry from the sides
• No Touching the Maze when someone is on it
• No use of paper, coins, etc. to highlight the trail
• No Talking once the scenario begins. • Missteps Cost 1 dollar. You have $100 per team.
• All Members Must cross the Maze successfully – if not, the whole team goes back
• Written Material only in the Strategy Session
Debrief QuestionsLarge Group:What Interesting things did you notice during the Maze?
At your tables:What specific lessons will you take back and apply to your team. How will you do that?
Engaging Leadership Lessons• Clear Vision and strategies are critical for
“Alignment”• Good leaders know when to be good followers• Taking a step backwards is painful but often
necessary• Trust = Speed • Team learning is having a “collective
intelligence” that enables organizational learning
• Keep it simple• Learning occurs when we take risks and learn
from our failures and successes• Fear of blame can waste time when facing
uncertainty• Fun and celebration creates learning and
engagement
Teams that engage in healthy conflict…
• Have lively interesting meetings• Put critical topics on the table for discussion • Tackle issues “head on”• Solve real problems quickly• Minimize politics
The Engaging Leader:Building High Performing Teams
Tammy Reynolds, MSILR
A little about me…
• Grew up in Pittsburgh, Pennsylvania
• Have two awesome sons and a husband Tim (who you met earlier)
• Have a big lovable dog• Worked in industry for 20+
years, most recently with Whirlpool Corporation
• Joined Ohio University August 2012
• Love the outdoors – skiing, biking, hiking, kayaking
Sources used for this presentation
The Good, the Bad, and the UglyDiscuss at your table:
•Think about your best team experience – sports, school, social organization, work place?•What made it great?
•Now think of the worst team•Why was it so bad?
What Is a Team?
• Groups whose members work on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills.
Inattention to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
Invulnerability
Lack of Trust
• What are some examples of lack of trust on teams that you have experienced?
Building Teams that Trust
Steven Covey - Trust
Emotional Bank AccountSteven Covey
Group ExerciseAt your tables, discuss deposits and
withdrawals that you might make into the emotional bank account of someone you love
Next, discuss deposits and withdrawals that you might make with fellow teammates at work
Emotional Bank AccountSteven Covey
Teams that trust…
• Admit weaknesses• Ask for help• Accept questions and input regarding their
areas of responsibility• Appreciate and tap into one another’s skills
and experiences• Offer and accept apologies
Inattention to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
Artificial Harmony
The Five Dysfunctions of a Teamby Patrick Lencioni
Groupthink
When a group exerts extensive pressure on an individual to align his or her opinion with that of others.
You Tube
Fear of Conflict
Traditional view of conflict - the view that all conflict is bad and must be avoided.
Functional Conflict
• Conflicts that support a group’s goals and improve its performance.
Dysfunctional Conflict
Dysfunctional conflicts - conflicts that prevent a group from achieving its goals(typically interpersonal)
Relationship Between Level of Conflict and Level of Performance
Programmed Conflict
Devil’s advocacy process of assigning
someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing
Dialectic method process of having two
people or groups play opposing roles in a debate in order to better understand a proposal
Teams that engage in healthy conflict…
• Have lively interesting meetings• Put critical topics on the table for discussion • Tackle issues “head on”• Solve real problems quickly• Minimize politics
Inattention to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
Ambiguity
The Five Dysfunctions of a Teamby Patrick Lencioni
Lack of Team Commitment
What does lack of commitment look like:•“Fuzzy” goals, no clear direction•Revisit discussions and decisions over and over again•Encourages second guessing
Social loafing - the tendency for individuals to expend less effort when working collectively than when working individually.
A team that commits…
Creates clarity around prioritiesMoves forward without hesitationAligns the team members around common
objectives
Inattention to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
Low Standards
The Five Dysfunctions of a Teamby Patrick Lencioni
Avoidance of Accountability
• Encourages mediocrity• Misses deadlines and key deliverables
Teams that hold each other accountable
• Ensure poor performers feel pressure to improve
• Identify potential problems quickly by questioning one another’s approaches
Inattention to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
Status & Ego
The Five Dysfunctions of a Teamby Patrick Lencioni
Inattention to Results
“The ultimate dysfunction of a team is the tendency of member to care about something other than the collective goals of the group.” (Lencioni, 2002)
•Rarely defeats competitors•Encourages team members to focus on their own careers and individual goals
Teams that focus on results…
• Win!• Retain achievement oriented employees• Minimizes individualistic behavior • Learn to subjugate individual egos and agenda
for the good of the team
Inattention to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
Status & Ego
Low Standards
Ambiguity
Artificial Harmony
Invulnerability
The Five Dysfunctions of a Teamby Patrick Lencioni
How healthy is your team?
• Referring to Lencioni’s model, determine how healthy your team is
• What does your team do well?
• What can it improve upon?
• What one thing will you commit to changing on your team?
THE ENGAGING LEADER – In Closing
Tim Reynolds, MLHRExecutive Director, Walter Center for Strategic
Leadership
The Engaging Leader Objectives:
1. To understand the impact leadership can have on employee engagement.
2. To consider concepts and tools leaders can apply.
3. To practice building engagement through alignment, conversation and teaming.
What Factors Impact Engagement?
1. Being Part of a Winning Organization.
2. Working for Admired Leaders.3. Having Positive Working
Relationships.4. Doing Meaningful Work.5. Gaining Recognition and
Appreciation.6. Living a Balanced Life.
57Source: The Banff Centre
What Changes Are Impacting Our Ability to Engage Employees?
58
• Economic • Organizational • Global • Generational • Technological
Organizations have become flat, fast and adaptive to deal with change.
What Does That Mean For Leaders?
• Leaders can create emotional proximity.
• Engagement is fostered through conversation that displays honesty, inspiration, a perspective of the future and knowledge in the present.
59
Dr. Boris Groysberg, Professor of Business Administration, Harvard University
Intimacy: Engaging Individuals
• Being Authentic
• Creating Trust
• Listening Well
• Getting Personal
Building Engagement Through Trust
Buddy – Buddy
High RelationshipLow Results
Standing For Greatness
High RelationshipHigh Results
Off The Hook
Low RelationshipLow Results
Driver
Low RelationshipHigh Results
Source: Gap International
Interactivity: Engaging Through New Opportunities
• Promoting Dialogue• Using Social
Technology
How Do You Message People?
Inclusion: Engaging Others In The Content
Expand Employees’ Roles and Perspectives:
• Thought Leadership
• Storytelling
• Experiential Learning
Seven Engaging Conversations
1. Conversation for being related – relevance to another.2. Conversation for possibility – standing for a future of
possibility. 3. Conversation for opportunity – tactical language for
achieving a possibility.4. Conversation for action – specific who, what, when. 5. Conversation for breakdown – dealing with resistance. 6. Conversation for acknowledgement – genuine expression of
appreciation. 7. Conversation for completeness –being whole.
Shaping Engaging Conversations1. What is the conversation and for whom?2. Create the Context (Possible questions to consider):
1. What is the context you want to create from this conversation?2. What is your Stand for yourself? For them?3. What is the experience or result you want to cause?4. Are you thinking from “Something is Possible”?
3. What is Their World? What is Your World? In other words, think through the concerns, issues, challenges and worries of your audiences. How will you bridge their world with your conversation?
4. What is the intention you have for the conversation?5. What are the specific outcomes you are committed to producing?6. How do you wish to close your conversation?
Intentionality: Engaging The Organization
• Crafting the Agenda
• Taking a Stand for Possibility
• Building Alignment
• Is your organization’s strategy being implemented?
• What One Action will you commit to doing to engage others in delivering the strategy of your organization?
As Leaders, We Need To Practice! Thanks For Engaging With Us.
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