Best Practices to Keep Employees Engaged

and Energized

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Ethan L. Chazin, M.B.A., The Chazin Group LLC

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Best Practices to Keep Employees Engaged

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mail: P.O. Box 509 Eau Claire, WI 54702-0509 • telephone: 866-352-9539 • fax: 715-802-1131email: customerservice@lorman.com • website: www.lorman.com • seminar id: 405971

Prepared By:Ethan L. Chazin, M.B.A., The Chazin Group LLC

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Best Practices to Keep Employees Engaged and

Energized.

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We need a new work model built on employee empowerment.

• The 20th Century “Command-Control” pyramid structure of employee control doesn’t work.

• Information overload requires sharing between all.• Constantly evolving technology.• Global competition.• 6 Generation workplace and Millennials taking over.• Demand for employees who innovate, solve problems,

take risks, embrace uncertainty, work independently, want their work to matter, are leaders AND… thrive in these transformational times.

1. Let your people control their own

work.

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“Our people are our greatest asset.”

“Our people are our greatest asset.”

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People are NOT assets to be managed.

Best Practices?

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• Let you people define their work.• Job rotations, Job sharing.• Self-managed/directed teams.• Human capital audit.• Reward/Recognize.• Communicate, communicate,

COMMUNICATE!

The Chazin GroupThe Chazin GroupBest Practices

Employee Motivation

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Type of Work

Type of Employee

Back to School

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• Your people are closest to your clients, vendors, suppliers, the media…ALL stakeholders.

• Hire the best, give them what they need to succeed, get out of their way, and watch the MAGIC happen.

• Requires a complete culture change.• Layers of reporting structure slow down

decision-making, impede creativity & innovation, leads to top talent leaving you.

The Chazin GroupThe Chazin GroupWorker Autonomy

Autonomy 4T Audit

Source: Daniel Pink, Drive

How much autonomy do you have over your tasks (work)

1-10

How much autonomy do you have over yourtime at work

1-10

How much autonomy do you have over your team (do you get to choose who you work with?)

1-10

How much autonomy do you have over your technique (how you perform the responsibilities of your job?)

1-10

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2. Self-directed Teams

The future of organizational effectiveness and employee engagement.

• Workers get together to achieve shared goals without Mgt interference.

• With the internet, social media, sharing economy, gig workplace and Millennials overtaking Boomers and Gen Xers, we need a “Participation” approach to work.

• @ 80% of companies in the Fortune 1000, 81% of manufacturing companies use some sort of self-managed teams.*

• Millennial workers demand the option of managing their work and own what they work on, how they approach work, achieving shared goals in a team-driven environment with minimal external interference.

The Chazin GroupThe Chazin GroupSelf-directed Teams

* Vanessa Urch Druskat, Jane V. Wheeler, “How to lead a self-managing team.” MIT Sloan Mgt Review. July 15, 2004.

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Peer Motivation

A 2014 survey by TinyHR of 500 orgs & 200,000

employees found the #1 thing employees cite as a motivation is…the drive to see their team succeed.

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Opportunities to Grow

According to a BambooHRsurvey of more than 1,000

workers, a lack of opportunities is the single

biggest factor that will chase your best employees

away.

www.talentculture.com/what-truly-motivates-employees/

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• Built in inefficiencies that arise when you avoid traditional organizational hierarchy and “chain of command.”

• fewer paths to career advancement as they become less clear when you remove managerial layers of bureaucracy.

• Hard to transition from self-directed culture to traditional work culture.

• Strong teams that align strongly with the group’s values can lead to “Groupthink.”

The Chazin GroupThe Chazin GroupDrawbacks

* Vanessa Urch Druskat, Jane V. Wheeler, “How to lead a self-managing team.” MIT Sloan Mgt Review. July 15, 2004.

8 Step Path to Implementation

1. Form a team around a set of objectives.2. Define your desired results of achieving these goals.3. Identify the processes needed to obtain your desired results.4. Set metrics for the steps in the process.5. Determine the pay based on achieving these results.6. Decide what happens if the metrics are not met and how to move team members along if they are not contributing.7. Obtain Leadership approval to proceed.8. Implement the team.

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3. Idea Generation Program

– Create a process to gather ideas from everyone in your business.

– Develop a pre-funded program to support ideas for short and long-term marketplace competitive advantage.

– Develop cross-functional Team to review, process and facilitate the implementation of those ideas that will have an impact on your business.

– Develop intellectual capital.– Retain employees that might leave to pursue

opportunities to launch their ideas for new products, services or businesses.

The Chazin GroupThe Chazin GroupIdea Program Goals

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4. Goodbye Performance

Reviews

–Conduct your own personal monthly review of your own performance.

–Not valuable to employees when conducted once a year.

–360-degree feedback hardly ever pursued.–Should be regular and ongoing.–Goldilocks goals that embrace STRETCHing.

The Chazin GroupThe Chazin GroupPerformance Reviews

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5. Fire Managers. Hire

Transformational Leaders

“Managers are people who do things right,

while leaders are people who do the

right thing.”Warren Bennis

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Management is detrimental; leadership is critical – HERE’S WHY…

Leadership: It’s In You

MANAGEMENT LEADERSHIP

“Management” (from Old French ménagement “the art of conducting, directing”, from Latin manu agere “to lead by the hand”) characterizes the process of leading and directing all or part of an organization, often a business, through the deployment and manipulation of resources (human, financial, material, intellectual or intangible)

• Possess a VISION.• A person who builds consensus, guides, or inspiresothers. • Generally refers to the position or office of an authority figure.• The ability to get people to follow willingly.• About behavior first, skillssecond.• Creates “buy in”.

6. Conduct a Human Capital Audit

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7. Motivate Intrinsically With

Flow

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• Working “in the zone”.• Challenged to perform at a heightened

level by requiring exceptional skill.• Break away from monotonous, repetitive

work.• Seek lifelong learning.• Constantly acquire new skills.

The Chazin GroupThe Chazin GroupFLOW…for Motivation

8. Hire For Top Skills, NOT From Job Descriptions

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Superhero Characteristics

• Embrace Discomfort.• Curious.• Ask Why?/ What If? • Seek New Responsibilities.• Find GREAT Allies.• Practice Ethical Behaviors.

Superhero Employees

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• Take Calculated Risks.• Care About Their Legacy – Ask “To What End?”• Take Leadership Roles.• Embrace Change.• Run Towards Challenges.• Practice agility.

Superhero Employees

AskQuestions!

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EVERY organization

should measure the

QUALITY of its people’s

emotional relationships.

Thank You!

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LinkedIn.com/in/ethanchazinTwitter: @EthanChazinTheChazinGroup.com

Ethan@TheChazinGroup.comTEL: 201.683.3399 | CELL: 917.239.5571

Contact Me

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Notes