Trinity Health Colleague Engagement Workbook

7/24/2019 Trinity Health Colleague Engagement Workbook

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COLLEAGUE ENGAGEMENT

for Trinity Health


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WELCOME.

Cheers,

There is no question that the demands on leaders and managers have never

been more sophisticated and complex than they are today. Whether its

managing the supply chain, using the new suite of workplace analytics,

automation, quality control, or employee performance the talents needed to

be a successful manager and leader are increasing. Management needs new

and better skills in order to cope with these growing challenges. One of the

biggest human resource hurdles facing business today is getting employees

engaged and keeping them that way.

We offer a science-based, empirically validated approach to

improving workplace engagement. Human performance is not simply the

result of efficient processes, elegant organizational structure, or pay scales

(although these are valuable influencers). Recent research in the field of

neuroscience is nothing short of revelatory, providing a better understanding

of what human beings need to thrive. We builds proven approaches based on

insights from the field of neuroscience and the behavioral sciences.

Find additional resources created

just for Trinity Health CEOs at:

trinityhealth.e3solutions.com


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CON

TEN

TS

engagement delivers results

impact of disengagement

colleague engagement defined

drivers of colleague engagement

evolution of work

highly effective leadership

the engagement bell curve

the e3 engagement model2

3

cost of disengagement

4

5

6

7

8

10

11

12

introduction to positive leadership

discretionary effort

impact at work & home

impact in organizations

impact in teams

16

understanding the brain

18

20

21

what drives behavior

22

24

25

profile of a positive leader

impact as a positive leader

26

positive leadership self assessment32

positive leaders commitment30


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E3 SOLUTIONS MODELTO IMPROVING ENGAGEMENT

Understand

Align

Build

relationships

Create a feltsense of safety

Measure

2


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THE ENGAGEMENTBELL CURVE

Notes

ActivelyDisengaged

SomewhatDisengaged Engaged

3x more

productive than tActively Disengag

Patie

ntSa

tisfacti

on

andE

ngag

ement

ActivelyEngaged


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ENGAGEMENTDELIVERS RESULTS

Employees in highly engaged workplace cultures are 87% less likely to quit.

(Towers Perrin)

Financial performance is four times better for organizations with fully engaged employees compared

with dissatisfied employees. (Watson Wyatt)

Companies with highly engaged employees are 26% more productive, have lower turnover risk, and

are more likely to attract top talent. They have also earned 13% greater total returns for shareholders

over the past five years. (Watson Wyatts 2008/2009 WorkUSA Report)

Fully engaged employees are 2.5 times more likely to exceed performance expectations than their

disengaged colleagues. (Hay Group)

30% Improved BusinessPerformance

(Hay Group)

(Gallup)

% of employees who believe they can

positively impact the quality of their

organizations products and services

38% ofdisengaged employees

88% ofengaged employees

(Towers Watson)

Customer loyalty improves

up to 56% for highly

engaged companies

When comparing highly engaged organizations with similar companies with

low levels of engagement, the differences are substantial.

Companies with high engagement

Companies with low engagement

43% More Productivity 23% More Revenue

4


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LOOKS LIKE: RESULTS IN:

THE IMPACTOF DISENGAGEMENT


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Notes

$Dollar Amount Percentage

of Revenue

Number of

Employees

Reasons

%

THE COSTOF DISENGAGEMENT

6


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ENGAGEMENT IS A positive, fulfilling, work-related state of mind that is characterized by vigor, dedicatio

and absorption.

THEY LOVE WHAT they are doing, and they look forward to coming to work. They are passionate about

what they do, feel that they are an important part of the big picture, and feel that their energy and

innovation make their companies not only successful but competitive as well.

ENGAGEMENT IS AN individuals sense of purpose and focused energy, evident to others in the display

of personal initiative, adaptability, effort, and persistence directed toward organizational goals.

Engagement is the psychic kick of immersion, striving, absorption, focus, and involvement...felt and

sensed by employees...

EMPLOYEE ENGAGEMENT IS a deep and broad connection that employees have with a company that

results in a willingness to go above and beyond whats expected of them to help their company succee

She feels emotionally connected to the organization and its leaders, and she is willing to put that

knowledge and emotion into action to improve performance, her own and the organizations.

COLLEAGUE ENGAGEMENTDEFINED

1. An employees willingness to freely give discretionary effort to their

employer.

Employee Engagement[em-ploi-ee en-geyj-muh nt]

-E3 Solutions definition


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Relationships (with supervisor and trusted colleagues)

Well-being

Safety/Trust

Recognition/Validation

Inspiration/Motivation

APPRECIATIVE INQUIRY

Holding people accountable without being negative

APPRECIATEFirst, I want to thank you for your efforts on this project...

DRIVERS OFCOLLEAGUE ENGAGEMENT

COGNITIVE

EMOTIONAL

Focus What is my/the companys mission?

Capability Do I have what it takes to succeed?

1. Competency: training, learning

B

Having said that, it is disappointing that we didnt hit our objectives. I think youll agree

we fell well short of the goal line.

BE REAL (level-set and hold them accountable)

C

Im curious; if we were going to do this again, what should we do differently?

EXPRESS CURIOSITY

4. Processes: organizational procedures, rules,

networks, and structures that encourage success

3. Tools & Resources:equipment, technology,

software

2. Capacity:ability to absorb and integrate learning

A

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KEY TAKEAWAYS:

ACTION ITEMS:Notes


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Notes

BORING

ROUTINE

AUTOMATED

CREATIVE

SOLUTION FOCUSED

INNOVATIVE

LOVACTUALIZED

THE EVOLUTIONOF WORK

LEADERSHIP 1.0 LEADERSHIP 3.0

Researchers say todays leadership paradigm

is much less about aspecialized rolefor the

individual and more like a shared process of

influencefor every member of the organization.

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HIGHLY EFFECTIVELEADERSHIP

HIGHLYEFFECTIVE

LEADERSHIP

HIGHLYENGAGED

EMPLOYEES

HIGHLYLOYAL

CUSTOMERS

EXCEPTIONALRESULTS

1

2

3

4

5

6

7

Identify common values

Create a shared sense of social identity around target values

Make meaning and offer purpose

Be consistent and predictable

Be relational

Celebrate success and validate efforts

Be congruent with mission, vision and target values


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UNDERSTANDINGTHE BRAIN

Most of what we do during the day is reactive to unconscious forces we never hear, yet their voices

represent a chorus of intent and behavioral guidance that cannot be ignored. Nowhere is it more

important to integrate this understanding than in the workplace. When considering employee

engagement, these forces are the key to understanding the origin of intrinsic motivation and

sustained high levels of performance. What follows are a few facts about the brain to help our

understanding.

The brain occupies about 3% of our body mass but consumes about 20% of our resources. Energy

is scarce there simply arent enough resources to fuel everything the brain is capable of doing.

This helps us understand why when we force employees to multitask, the quality of their work

(and their IQ) typically declines.

There is a hierarchy of need hardwired into the brains circuits. When the going gets tough, the

limbic system, which has control precedence, can hijack energy in order to focus our behavior oncritical survival imperatives (so-called flight, fight, or freeze responses).

One of the key functions of the limbic system is the processing of our emotions. This part of the

brain is known for its hypersensitivity to perceived danger. It constantly scans for danger

(real or potential) and directs us to the most appropriate behavioral responses, often with little

conscious thought. Since our brains are risk averse, the general goal is to scan for and identify

any potential danger, not to be precise or accurate.

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Emotion

[ih-moh-shuh n]

noun

1. Our internal GPS, guiding our actions, behaviors and thoughts toward

a destination the brain has been seeking every day since birth.

The guidance is prolific, typically silent (subconscious), and driven by

the hard-wired need for connection, validation, and predictability.

Emotion has control precedence in your brain.

-E3 Solutions definition

Due in large part to this danger/negativity bias (often referred to as favoring false positives),

neuroscientists say it takes five positives to neutralize one negative. It also means constructive

criticism may not be as beneficial as we once thought. As neuroscientist Dr. James Coan told our

team, Anything negative is a punch to the brain.

One scientist said he likens the limbic brain to a squirrel its not very smart but it is hyper-attentive

to danger. A twig snaps and it scrambles up the closest tree. The key objective is to survive, even

if precious energy is wasted doing so. Our ancient ancestors who thought about the danger likely

perished. Those who screamed like a baby and ran (or reactively climbed a tree), were the ones

most likely to survive. .

Anything negativeis a punch to the brain.

There is another story here related to the scarcity of resources in the brain. It turns out different

parts of the brain consume energy at different levels. The brain is designed, in part, to avoid using the

energy-hogging functions. The most expensive part of the brain is the prefrontal cortex where we

do all of our thinking, wondering, worrying, data crunching and daydreaming.


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So lets create a currency for the brain neurobucks.

This currency label will help us talk about the resources

the brain spends coping with work, relationships, food

acquisition, and every other challenge it faces throughout

your day.

As a result of the parsimonious way it releases energy

resources, the brain strives to spend as few neurobucks as

possible, especially the big bucks required to run the

prefrontal cortex. It wants to push as much processing as

possible to the less expensive functions that can make snap decisions based on whatever

(often limited) information it can assemble in a few nanoseconds.

These points where the brain elects to save a wad of neurobucks are invisible to us. The inexpensive

brain functions make most of the thousands of decisions we process during the day silently, in the

voiceless background of our minds. Its like taking a shortcut, only we never sense the shift in direction,

let alone the journey itself. The shortcut is taken silently; we just act in response. As inevitable as a

raindrop falling from the sky, unaware of the gravity pulling it downward.

This, by the way, is why positive brand equity is so important in commerce. Consumers habitually

take quality assessment shortcuts (save neurobucks) based on a brand they respect (or want to

own or display).

Lastly, we are only aware of about 2% of our brains activity 98% of what our brain does throughout

the day it does on its own volition. That doesnt mean it just wanders around on a rudderless

neurological scavenger hunt. It has a plan. One it has been acting on since birth. It wants you to

survive, and it knows from centuries of experience that to be successful you need two key conditions:

to be safe, and to be connected with others.

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KEY TAKEAWAYS:

ACTION ITEMS:Notes

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WHAT DRIVESOUR BEHAVIOR?

SAFEHAVEN

SURVIVAL

SAFETY

WHATS NEXT? HOW AM I DOING?

CONNECTION

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WHATS NEXT? HOW AM I DOING?

KEY TAKEAWAYS:

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AN INTRODUCTION TOPOSITIVE LEADERSHIP

18

Positive leadership is a phrase that captures a broad range of actions organizational managers and

leaders can take to create conditions that bring out the best in human behavior. These conditions allow

employees to thrive, not simply because the environment is positive (versus negative), but because

the human brain is attracted the positivity. It is a hardwired condition to seek a positive environment

and the brain is better able to thrive closer to its full capacity in the absence of negativity.

Leadership and learning are

indispensable to each other.

THE SCIENCE BEHIND POSITIVE LEADERSHIP

n. The strategic reliance on a positive bias to steer cultures toward conditions

that support employee well-being, improve business outcomes like productivity

and profitability, and align organizations with the science behind maximizing

employee engagement.

- J. F. Kennedy

POSITIVE LEADERSHIP


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Negative conditions, such as a hierarchical, unavailable, punitive manager, create a level of

toxicity that will prevent employees from achieving anywhere near their full potential. There is

no question that negative tactics can motivate human behavior, but this is not sustainable over

the long term and will prevent organizations from achieving peak performance. These tactics

will be primary drivers of workplace drama, poor performance, and turnover (just to name a

few).

There is a growing body of research that demonstrates the measurable advantages of

managers who are positive leaders. These advantages include improvements in individual

behavior, team efficacy, and overall organizational performance. There are few approaches

from management that deliver the broad range and level of increase in employee

engagement than a singular focus on improving the positive conditions in organizations and

in teams. Positive leaders will become critically important assets to any company seeking to

achieve and maintain a high-performance culture.

The definition of a great leader has shifted over the last several decades. Leadership initially

focused on individual characteristics (roles and traits) - a category we refer to as Leader 1.0.

The next evolution, Leader 2.0, placed high-value on a leaders style and vision. Leaders who

were charismatic, motivational, and emphasized an exciting vision of the future fall into this

category. The leaders (at all levels in an organization) who will be most successful moving

forward will be more positive, relational, and collaborative and see themselves more like the

lead facilitator of a positive social ecosystem rather than a hard-nosed taskmaster.

Welcome to Leadership 3.0.

1

LEADER FOLLOWER

POSITIVE LEADERSHIP

what they do how they behave

what theyexperience

what theysay

what theyfeel


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Every employee comes to work every day with discretionary effort a level of effort that they only

volunteer. If you saw someone doing it you might say that person was exceeding expectations or

going above and beyond. It is a level of effort above what they are required to give in order to get by

during the day. Almost all employees know what the threshold is for a minimum level of effort so

management wont pull them aside and say, You seem to be slacking today.

Positive leaders encourage the release of discretionary effort. When employees dont have to regularly

defend themselves or worry about the next negative comment or action from their manager, they have

more capacity to do the right thing. Negative, toxic workplace conditions hijack a tremendous amount

of mental bandwidth, robbing employees of both their desire and ability to do their best - to thrive.

Maintaining accountability is essential to positive leaders, yet they find ways to improve accountability

without being negative. Negative feedback often feels like it is unfair and lacks context (What about

all the good things I got done?) And when employees feel they have been treated unfairly or when

recognition around good deeds is rarely heard, discretionary effort slows to a trickle.

Finally, discretionary effort is maximized when managers and other leaders appeal to the intrinsic

motivators of their employees. Intrinsic motivations, those related to values, aspirations, and self-worth,

are typically far more effective than the traditional financial rewards and pay-for-performance schemes.

Employees can be motivated by financial rewards, but that is a one-dimensional response to increasing

levels of effort, and the research shows the collateral damage can be significant to both business

outcomes and cultural integrity.

Notes

DISCRETIONARY EFFORTN EMPLOYEES

20


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IMPACT ATWORK & HOME

Positive Leadership has a significant impact on the workplace environment. Employees who work unde

managers who practice positive leadership work harder, perform better, make higher-quality decisions,

and are more creative, flexible, and adaptive. Best of all, employees in a positive environment engage inmore helping behaviors and citizenship activities (e.g., helping others, being generally supportive).

Employees in psychologically safe and positive work environments enjoy better health with fewer

stress-induced illnesses.

Chronic stress that can result when

someone must deal daily with a bad boss

has been linked to high blood pressure,

sleep problems, and anxiety and is

also associated with several unhealthy

behaviors such as smoking, excessive use

of alcohol and overeating.

Chronic stress in the workplace has a direct impact on home life, as well. When employees carry their

stress from work into their personal lives they magnify the toxicity since they inadvertently introduce

negativity at home.

The evidence is clear that the leadership

qualities of bad bosses over time exert a

heavy toll on employees health. The evidence

is also clear that despite the rationalization

some leaders may use to defend their

stress-inducing, unsupportive style, such

behavior by leaders does not contribute to

improved individual performance or

organizational productivity.


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IMPACT IN ORGANIZATIONSPOSITIVE LEADERSHIP

There are several ways that researchers assess the degree of positivity in an organization. One early

metric in this new field of study is to measure the number of positive statements made throughout the

day and compare that to the number of negative statements. Researchers literally sit and listen and

categorize the conversations they hear in the organization. The results are remarkable.

Other factors that represent positivity can also be assessed within the organization. Some researchers

have categorized a bucket of behaviors they label virtuousness.

The single most important factor in predicting organization

performance which was more than twice as powerful as any

other factor is the ratio of positive statements to negative statements.

Investigations of 16 different industries (manufacturing, retail,

financial services, healthcare, education, government, not-for-profit), revealed

a significant and positive relationship between the implementation

of virtuousness (e. g., forgiveness, compassion, optimism, trustworthiness)

and improvements in profitability, productivity, quality, innovation,

customer satisfaction and employee retention.


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Every client we have measured year over year has shown improvement in their employee engagement

scores. In fact, beginning in their third year our clients can identify a positive trend line based on their

growing employee engagement scores. This positive trend, driven by a pro-engagement commitment of

organizational leaders, delivers beneficial impacts to the company.

Firms that showed the most improvement in virtuous

practice scores also achieved the highest levels ofprofitability, productivity, engagement, and employee and

customer retention two years later compared with firms that

did not improve or that improved the least.

Negativity has a disproportionate impact. The

brain is hardwired to look for, anticipate, and avoid

threats. Our brain is constantly searching for

potential threats and actually has a hardwired

tendency to assume things are potential threats

even when they are not. Neuroscientists refer tothis as favoring false positives. In this case

positives refers to true or real threats. Negative

impacts also carry a heavier metabolic load than

positive influencers. This means that we will

remember the sting from the negative experience

far longer then we will remember the felt pleasure

from a positive interaction. All the more reason to avoid the negatives whenever possible inside workplac

cultures.

Researchers now estimate that it takes five positive interactions just to neutralize one negative. Obviously

if we dont reduce the number of negative interactions inside organizations, even increasing positive

influencers will be an uphill struggle to create pervasive and lasting change.

There is another way to increase the ratio of positive to negative statements in an organization reduce

the negatives! This is a two-track process, and progress needs to be made on both fronts simultaneously

increase the positive feedback and recognition employees receive while at the same time reducing thenegative influencers across the enterprise.


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EXAMPLES OF VIRTUOUS LEADERSHIP

IMPACT IN TEAMSPOSITIVE LEADERSHIP

The highest performing teams (based on unit profitability, customer satisfaction, and 360-degree

evaluations) demonstrated stronger connections among team members and more positive conversations

and interactions.

The highest performing teams were characterized by a 5:1 positive

communication-to-negative communication ratio, and a measure of connectivity

that is, the amount of engagement, information exchange, and involvement

by team members was almost twice as high as the lowest performing teams.

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IMPACT AS A LEADERPOSITIVE LEADERSHIP

Managers who adopt positive leadership practices help perpetuate positive change in their organizatio

Forming positive, high-quality connections between team members helps to build resilience and

personal commitment, and helps mitigate potential set-backs or misunderstandings. By implementing

positive communication practices and a more open relational style, leaders strengthen neurological

connections between safety, recognition, validation, and the workplace. When leaders are perceived a

more sincere, authentic and positive in their daily behaviors, employees respond.

Healthy relationships are essential in creating positive workplace cultures.

A study by a Harvard professor puts the issue in striking medical terms.

We define the quality of the connection in terms of whether

the connective tissue between individuals is life-giving or life-depleting.Like a healthy blood vessel that connects parts of our body, a high-quality

connection between two people allows for the transfer of vital

nutrients; its flexible, strong, resilient.

In a low-quality connection, a tie exists (people communicate,

they interact, and they may even be involved in interdependent work),

but the connective tissue is damaged. With a low-quality connection,

there is a little death in every interaction.

Leaders who express more positive emotions

engender the same emotions in followers, who then

perceive that leader as more charismatic and

effective. Leaders adoption of positive practices

helps motivate positive change and desirableoutcomes in their organizations.

Forming high-quality connections produces higher amounts of

learning, resilience, cooperation, job satisfaction, involvement,commitment and physical health in individuals. And, it produces

increased cooperation, attachment of employees, suppliers, and

customers, as well as more adaptability in organizations.

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THE PROFILEOF A POSITIVE LEADER

Respect

Empathy

Kindness

Integrity

A POSITIVE LEADER THINKS:

A POSITIVE LEADER FEELS:

How to motivate

About priorities

Transformatively

With confidence in team

About the why

Connected

Responsible

Compassionate

Curious

Caring

VIRTUOUS LEADERSHIP BEHAVIORS


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WHAT A POSITIVE LEADER SAYS

16

Lets take a look at the week ahead

How was your weekend?

I have great confidence in you.

I need some help with this. What do you think?

A POSITIVE LEADER IS:

Consistent

Relational

Strengths-based

Open & Curious

You are predictable.

You extend your hand, you mentor, you smile.

You look for strengths before targeting problems.

You are available, you lead with curiosity.

WHAT A POSITIVE LEADER DOES


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REFERENCESAchor, S. (2010). The Happiness Advantage: The Seven Principles of Positive Psychology that Fuel Success

and Performance at Work. New York: Broadway Books.

Cameron, K. (2003). Positive Organizational Scholarship Foundations of a New Discipline. San Francisco,

CA: Berrett-Koehler.

Cameron, K. (2013). Practicing Positive Leadership Tools and Techniques that Create Extraordinary Results.

San Francisco, CA: Berrett-Koehler.

Cascio, Wayne, and Boudreau, John (2008). Investing in People: Financial Impact of Human Resource

nitiatives. Upper Saddle River, New Jersey: FT Press and the Society For Human Resource Management

SHRM), page 127.

Colan, Lee J., PhD (2009). Engaging the Hearts and Minds of All Your Employees: How to Ignite PassionatePerformance for Better Business Results. McGraw-Hill, page 2.

Cooperrider, D., & Whitney, D. (2008). Appreciative Inquiry Handbook for Leaders of Change (2nd ed.).

Brunswick, OH: Crown Custom Pub.

Dutton, J. (2007). Exploring Positive Relationships at Work: Building a Theoretical and Research Foundation.

Mahwah, NJ: Lawrence Erlbaum Associates.

Friedman, G. (2009). The Next 100 Years: A Forecast for the 21st Century, Doubleday, p.9

Gebauer, Julie and Lowman, Don (2008) Closing the Engagement Gap: How Great

Companies Unlock Employee Potential for Superior Results. Penguin Group, page 8.

Macy, William H., et.al. (2009) Employee Engagement: Tools for Analysis, Practice, and Competitive

Advantage. Wiley-Blackwell, pages 5-7.

Millennials surpass Gen Xers as the largest generation in U.S. labor force. (2015, May 11). Retrieved

February 18, 2016, from http://www.pewresearch.org/fact-tank/2015/05/11/millennials-surpass-

gen-xers-as-the-largest-generation-in-u-s-labor-force/

Quick, J. (2014). Harvard Med School instructor, WP Oct. 21, 201.4


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KEY TAKEAWAYS:

ACTION ITEMS:Notes

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I COMMIT TO BEING A POSITIVE LEADER.THEREFORE...

I am predictable.

I extend my hand, I mentor, I smile.

I look for strengthsbefore targeting problems.

I am available andI lead with curiosity.

I am encouraging.

I am inclusive.

I express gratitude.

I advocate and follow through.

I make common sense common practice.


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A SAMPLE DAILY ROUTINEOF A HIGH-IMPACT LEADER

8 AM

9 AM

11 AM

1 PM

4 PM

5 PM

On the commute to work, think

about one team member who

deserves recognition or could

benefit from one-to-one time

with you.

Mentally run through your day

before meetings begin. Identify

one person in each meeting

with whom you want to connect

at a relational level.

Take 20 minutes after lunch

to physically walk to different

members of your team to

check in, connect, and see

if there is a way you can support

them today.

Before you head home for the

day, spend 5 minutes reflecting

on your efforts and impact as a

leader today. What were your

wins and your lessons learned?

Make these notes in your

Leadership Journal.

Send a quick email to the team

member you last had a one-to-one meeting with, to let them

know you appreciate the

progress they have made on a

project they are working on.

In your team meeting, publicly

recognize and appreciate your

whole team or one person for

something specific that recently

made a difference to your

department or the company as

a whole.

TOTAL TIME: 40 MINUTES

It takes less than an hour

a day to make a powerful

impact on your team.

Consider implementing

at least two of these

actions each day

over the next month.

Time: 3 minutes

Time: 2 minutes

Time: 20 minutes

Time: 5 minutes

Time: 5 minutes

Time: 5 minutes


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COPYRIGHT 2016, E3 SOLUTIONS

As a leader, to what extent do you:

POSITIVE LEADERSHIPSELF-ASSESSMENT

1. Foster information sharing so that people become

aware of colleagues difficulties and therefore can

offer assistance, validation or empathy?

2. Demonstrate forgiveness for mistakes and errors

rather than punish perpetrators or hold grudges?

3. Provide support and development as an indicator of

forgiveness for individuals who have blundered?

4. Express gratitude to multiple employees each day?

5. Make gratitude visits and the distribution of gratitude

notes a daily practice?

6. Ensure employees have an opportunity to provide

emotional, intellectual, or physical support to others

in addition to receiving support from the organization?

7. Model positive energy yourself, and also recognizeand encourage other positive energizers in your

organization?

8. Provide more feedback to individuals about their

strengths rather than their weaknesses?

9. Spend more time with your strongest performers

than with your weakest performers?

10. Communicate a ratio of approximately five positive

messages for every negative message to those with

whom you interact?11. Provide opportunities for employees to self-assess

with your supportive and honest feedback?

12. Consistently distribute notes or cards to your

employees complimenting their performance?

13. Provide accountability feedback in supportive ways,

especially using descriptive rather than evaluative

statements, so that the relationship is strengthened?

Never=1

Seldom=

2

Sometimes=3

Frequently=4

Always=5

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Never=1

Seldom=

2

Sometimes=3

Frequently=4

Always=5

Totals:

Grand Total:

Score Guidance

14. Focus on the detrimental behavior and its

consequences, not on the person, when correcting

people or providing corrective feedback?

15. Establish, recognize, reward, and maintain

accountability for goals that contribute to the

organizations social ecosystem so that the effects

on other people are obvious?

17. Tie the outcomes of the work to an extended timeframe so that long-term benefits are clear?

18. Ensure that contribution goals (what employees give)

take precedence over acquisition goals (what

employees get) for individuals in the organization?

19. Clarify for your direct reports the specific set of

expectations and responsibilities associated with

their roles as well as the mission, values, and culture

of the organization?

20. Meet at least monthly in 1-on-1 meetings with your

direct reports?

21. Consistently and continually emphasize ongoing

improvement and the development of strong

interpersonal relationships among direct reports?

22. Have a formalized routine in which you can regularly

demonstrate positive climates, positive relationships,

positive communication, and positive meaning

associated with the work?

16. Emphasize and reinforce the organizational core

values with team members to increase the

connection between these values and daily behavior.

22-44= considerable room for growth and improvement

45-64 = solid foundation, room for growth, keep progressing

65-84 = well above average, role model for others

85-110 = mentor, advanced relational skills

Adapted from Cameron, 20

3


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KEY TAKEAWAYS:

ACTION ITEMS:Notes


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COPYRIGHT 2015-2016, E3 SOLUTIONS

TAKE TEN TO ENGAGEWeek:

InfluenceManager Actions DoneKey Driver

CARE

RECOGNIZE

ACTIVE LISTENING

CONSULT

CELEBRATE

CONNECT

FEEDBACK

VISION

DEVELOP

RESOURCES

SELF-REFLECTION:

Who can I connect with at a personal level?

What opportunities do I have to providerecognition?

Take time to provide intentional listening inmeetings.

What change ideas can I discuss and seek inputfrom the team?

Find one thing or accomplishment this week tocelebrate.

What worked well? Where can I improve?

What small thing can I do this week to build workrelationships?

Seek one-on-one time with my direct reports toprovide situational feedback.

Tell a story this week that connects an employeeaction or decision to the values of the company.

Who can I work with to create a developmentopportunity this week?

Seek feedback from staff on adequacy ofresources to perform their job well.

MINDSET

FOCUS

CAPABILITY

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HOW

ENGAGEDARE YOUREMPLOYEES?

HIGH-PERFORMANCE

CULTURES DELIVER MORE:

GREAT LEADERS

AND LESS:

Where is yourorganization headed?

Companies with high levelsof engaged employees are

more productive, profitableand have higher levels ofcustomer loyalty.

Engaged employeesembrace the organizationsmission and vision, modelthe core values andfind meaning and purpose

in what they do.

Do your employees love

coming to work? Dont you

wish more of them did?

Productivity

Profitability

Engaged Staff

Loyal Customers

know that strong company cultures result in

strong companies. They know that developing

a great company requires you to:

Turnover

Sick Leave

Drama

Negativity

the company you want. Understand the core

values and the WHY that drives the company.

senior leaders, managers and employees with

the know-how and tools needed to buy-in to the

company values, create strong team dynamics

and develop high-performance cultures.

ENVISION

EMPOWER

ENGAGE

Documents

Trinity Health Colleague Engagement Workbook