2014 The Forum Corporation

How Great Leaders Drive ResultsVia Employee Engagement and Accountability

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When we Last Spoke

We Shared Some Insights on Engagement, Specifically Discretionary

Effort and We Answered 3 Main Questions:

� Why is Engagement Important

� How Engaged are Employees Today

� What Factors Contribute to a Highly Engaged Workforce

Forum Believes that Engagement is Strongly Influenced By:

� Perceived Work Environment (Climate)

� Trust

� Employee Engagement Needs

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Agenda

� Share Interesting Highlights of our “August Pulse” Survey

� Provide an Update on What’s New in Engagement

� Reveal Insights that Identify How we can Better Support our Leaders

30%

22%25%

23%

Individual Contributor

First-Line Manager

Mid-Level Manager

Executive

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Questions we’ll Answer Today

� What did our “August Pulse” Survey tell us About Engagement?

� What is Accountability?

� Why is Accountability Important?

� How Accountable are Leaders Today?

� Does Engagement + Accountability � Performance that Matters?

� How can We Help Leaders Become Great?

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What Great Leaders Do

Create a Culture of Engagement & Accountability

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What did Our Latest Survey

Tell us About Engagement?

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Engagement

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Engagement

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Engagement

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What’s the Status?

According to Our 2014 “August Pulse” Survey*

We saw Similar Results from Other Recent Surveys**

� US – 26.9%

� Europe – 12.8%

� Australia/New Zealand – 16.9

� Asia – 13.6

*Based on 421 participants

**Corporate Executive Board, Q4 2012

Highly Engaged Employees = 22.3%Highly Engaged Employees = 22.3%

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Story – Performance that Matters

Engagement

Going Beyond the Call of

Duty to Get a Result

Engagement

Going Beyond the Call of

Duty to Get a Result

Accountability

Doing the Right Thing in Challenging Circumstances

Accountability

Doing the Right Thing in Challenging Circumstances

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Engagement & Accountability in Action

Today’s Marketplace = Intense Pressure to Innovate

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Engagement & Accountability in Action

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Engagement & Accountability in Action

CEOCEO

Head of DesignHead of Design

ManufacturingMid Level Manager

ManufacturingMid Level Manager

“We need to

redo this!”

“We need to

redo this!”

“I agree with you.

We could have

done better.”

“I agree with you.

We could have

done better.”

“This is not a world

class product”

“This is not a world

class product”

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Engagement & Accountability in Action

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Story – Performance that Matters

Engagement

Going Beyond the Call of

Duty to Get a Result

Engagement

Going Beyond the Call of

Duty to Get a Result

Accountability

Doing the Right Thing in Challenging Circumstances

Accountability

Doing the Right Thing in Challenging Circumstances

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Polling Question

� What percentage of your organization is both highly engaged and

accountable?

– Less than 10%

– Between 10-30%

– Between 31-50%

– Between 51-70-%

– More than 71%

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Do we need a New Formula?

Engagement + Accountability ���� Performance that Matters?

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What is Accountability?

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Accountability - Definition

Doing the Right

Thing in Challenging

Circumstances

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Why is Accountability

Important?

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Why Accountability Matters

Driving Strategic Initiatives Successfully Depends on it*

� Key Success Factors:

– Continuous Improvement during Implementation Phase

� Devising & Executing Alternative Plans when Needed

– Achieving & Maintaining Clarity

� Procedures for Getting the Work Done

� Performance Goals that Focus Individual Effort

� Feedback: “How I am doing”

Excerpt from *Implementing change with Impact, 2014 McKinsey report

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0 20 40 60 80 100

Disagreeing with others and preservingrelationships

Advocating a point of view othersdisagree with

Getting others to honor a commitmentthey have not kept

Getting others to accept accountability

Addressing commitment I did not keep

Getting support for needed abilities andresources

Admitting mistake despite risk

Clarifying expectations

% Selecting

Two-Thirds Indicate:

• Clear Expectations

• Admitting Mistakes

• Getting Support

Two-Thirds Indicate:

• Clear Expectations

• Admitting Mistakes

• Getting Support

Accountability & Personal Performance

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How Accountable are

Leaders Today?

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Accountability Score

*Highly Accountable 65%

Very Highly

Accountable

18%

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Accountability Gaps by Size of Gap

0 5 10 15 20 25

Admitting mistakes despite the risk

Addressing a commitment I made butdid not keep

Getting others to accept anaccountability they disagee with

Advocating for a different viewpointwhen others disagree

Getting needed abilities and resources

Gap

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Managerial Accountability Gaps*

What employees say…

� 50% Say that they See

Leaders Model Accountable

Behavior

� 42% of Leaders Keep

Promises

� 35% Leaders Share

Information Broadly

*HBS blog, November 2012; 5,400 leaders globally

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Priority for Clients

Some of Our Clients Make

Accountability a Top Priority

� Top Leadership Competency

� Anchored to the Pursuit of

Business Ethics

� Key Focus of Talent

Management Systems

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Culture of Accountability: Executive View

Accountability Cultures have Leaders that Set the Context

� 4 Leader Variables with the Strongest Influence on Accountability

� Keep their Promises

� Model Accountability

� Ensure Clear Goals

� Ensure Needed Ability & Resources

As a Leader, Modeling Accountability makes it Possible for you to Hold others Accountable

As a Leader, Modeling Accountability makes it Possible for you to Hold others Accountable

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Culture of Accountability Gaps

0% 10% 20% 30% 40% 50%

Keep their Promises

Model Accountability

Ensure Clear Goals

Ensure Needed Ability & Resources

Strongly Agree

Agree

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Does Engagement +

Accountability

�

Performance that Matters?

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Are Engagement & Accountability Related?

Engagement Correlates with

Culture of Accountability

Engagement Correlates with

Culture of Accountability

Accountability Cultures have

Leaders that Set the Context

Accountability Cultures have

Leaders that Set the Context

Engagement & Accountability are Influenced by Common Drivers

Engagement & Accountability are Influenced by Common Drivers

3 Leader Variables with the Strongest Influence on Engagement

� Keep their Promises

� Ensure Needed Ability & Resources

� Share information openly

3 Leader Variables with the Strongest Influence on Engagement

� Keep their Promises

� Ensure Needed Ability & Resources

� Share information openly

4 Leader Variables with the Strongest Influence on Accountability

� Keep their Promises

� Model Accountability

� Ensure Clear Goals

� Ensure Needed Ability & Resources

4 Leader Variables with the Strongest Influence on Accountability

� Keep their Promises

� Model Accountability

� Ensure Clear Goals

� Ensure Needed Ability & Resources

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An Interesting Observation

While Engagement & Accountability were Correlated for First Line

& Executive Leaders, they are Not for Middle Managers

Executive Middle Manager First Line

High

Moderate

Low

What is Going on for Middle Managers?What is Going on for Middle Managers?

Str

ength

of

Rela

tionship

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What Might Account for the Gap?

Engagement Levels are Not Lower…so

� Could it be that Middle Managers are Caught Between…

Broad Goals and the Means Needed to

Translate Them into Action

Broad Goals and the Means Needed to

Translate Them into Action

Changes in Priorities and Resources that Limit the Ability to

Follow-Through

Changes in Priorities and Resources that Limit the Ability to

Follow-Through

Clear Goals and Having Access to Adequate Abilities & Resources Drive AccountabilityClear Goals and Having Access to Adequate Abilities & Resources Drive Accountability

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Are we Missing an Opportunity?

� Using Performance Management

� Only 47% agree that their Organization use Performance Management

to Close Accountability Gaps

� Using Coaching

� Only 38% Agree that their Organizations use Coaching to Close

Accountability Gaps

Use Coaching to Support Accountability

Yes

No

Use Performance Management to Support Accountability

Yes

No

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How can We Help Leaders

Become Great?

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Implications for Action

6 Actions that Can Help the

Middle 60% Contribute Like

the Top 20%

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“6 for 60”

1. Establishing Clear & Well-Aligned Goals

2. Addressing Differences in How Goals are to be Achieved

3. Advocating for Needed Resources & Abilities

4. Admitting Mistakes to Advance Problem Solving

5. Resolving Dilemmas

6. Coaching Accountable Action

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Further Exploration is Needed

� What Accounts for the Smaller

Relationship between Engagement

& Accountability among Middle

Managers?

� Are there Regional Differences?

� When Managers Resolve these

Gaps, what do They Do that

Accounts for Their Success?

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At Forum, we help our clients develop their leaders, managers and sales

teams to realize specific business objectives faster and more effectively.

We are proud to provide award-winning, comprehensive training

solutions backed by in-depth research to clients around the world.

Contact us: marketing@forum.com

Website: www.forum.com

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