"The Rise of Employee Engagement, the Fall of Command and Control"- John Smythe, Connected Business Expo 2014

The rise of employee engagement, the fall of command and control John Smythe – Connected Business 2014 London Olympia convention centre

Read in NOTES pages format for script - note this material is the IP of

Engage for Change and can only be quoted from or used with clear visible note of the source

© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement

Velvet revolutions

Lech Walesa at Gdansk Shipyard addressing workers


IP Engage for Change 2013

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Coincidental social upheavals?

Protestors gathering in Tahrir Square,

Cairo, Egypt

Demonstrators marching through Habib Bourquiba Avenue, Tunis

Political dissidents in Sana’a, Yemen demanding the resignation of the president

Protests in Duma, Syria

The Arab Spring



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Why?

Why do people turn up every day for you?

Why do people give you their creativity?

Do they feel part of the mission or like ‘extras’?

Do you set sufficient direction without emasculating the talent?

When were you last really engaged, fired up, productive and enjoying it

What brought about your engagement?

t ngagesKyoK?W

5IP Engage for Change 2013

Which workers are most engaged and productive?


Those on a mission – what’s your compelling purpose?



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How would you recognise an engaged person/group?

http://creative.gettyimages.com/source/search/ImageEnlarge.aspx?MasterID=10180623&s=ImageDetailSearchState%7C3%7C5%7C0%7C15%7C2%7C1%7C0%7C0%7C1%7C2%7C60%7C2ed3.d7c5.03ff.e000.002f.0ef0%7C4%7C0%7C%22School+Yard:School+Building%22+or+%22Playground:Park%22%7C%7C1%7C0&pk=6



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What do engaged people do?

Enjoy their work whatever they do Innovate & disrupt status quo Risk speaking upwards to challenge and innovate Make it safe for people to challenge up Self organise – less need for costly supervision Take responsibility Collaborate within & beyond their ‘border’ Resolve difficulties locally Awareness of personal limits Are generous with time and skills.

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Generalists solve complex problems



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Mercenaries

3%Disconnected

20%

Hostages

28%Fence-sitters

16%

Apostles

33%

Business case? – UK 25,000 workers YouGov/EfC


Engaging people in real work drives engagement

CBI: engaged employees take 2.9 sick days/disengaged 6.19 days

Towers Perrin: operating margins 3x higher in engaged workforces

M&S: stores with improving engagement delivered £62m more sales

Kenexa: In the US companies with engaged staff have highest customer sat

BAE: engaged staff reduced plane construction time 25%

BAE: same staff found £26m in savings in two sites

Gallup: disengaged organizations have 62% more accidents

Gallup: engaged staff say that work brings their creative ideas – 59% vs 3%

Aon Hewitt: engaged organizations give 22% higher returns to shareholders

Total UK: double digit £ms in efficiency savings + new revenue lines (Engage for Change data)

Kenexa – increased engagement could add £26B to UK GDP

(Engage for Success data)



1 Decision making pattern

2 Leaders’ presence

Two key ingredients of effective engagement for leaders




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What is a decision/decision making?

Re-affirmation of intent A change to previous intent An invisible cognitive process

involving one person A visible social process

involving many


Tellingthe many what has been decided by the few

OUTCOMEHooligans orspectators

Sellingto the many what has been decided by the few

OUTCOMECompliant collaborators

InclusionDriving accountability down by implicating people as individuals in execution

OUTCOMEWilling collaborators

Co-creationJudging who will add value if included in front end decision forming for change & strategy

OUTCOMEPersonally committed reformers

My decision making pattern – GOD or GUIDE?



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Choices of approach open to leaders

“There is a 5th way -they decide but don’t

even bother telling us”


Decision pattern

1 2

3

4

5

My decision making pattern


Consider who will add value if engaged upfront

Negotiate authenticagreement about decision: a sharedstory

Consider who needs engaged in execution

How to engage & communicate- method- style

Learning fromlistening / observing

Decision pattern

1 2

3

4

5

My decision making pattern



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Benefits of engaging in decision making upfront

Better decisions Faster execution through/with people More head space for you More trust for them Happier team



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Three influences that shape my decision making pattern

1.Role models I have learnt from

2.Regional cultural differences

3.Organisational cultures

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1 Role models I have learnt from

Jim Schiro

Patrick O’SullivanLloyd Blankfein

Willie Walsh

Armand Hammer

John Wren

Wally Olins

Bob Charlton

Ted Burke

Didier Harel

Val Gooding

Colette Dorward

Valerie Scoular


Role models who you have learnt from…?


Sydney

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2 Cultural influences on my decision making pattern


3 Organizational culture influences on my decision making


1 My decision making pattern

2 My presence

Two key ingredients of effective engagement for leaders


The minutiae of my personal presence

Manner & manners

Tone

Generosity

Mood & mood creep

Repetitive interactive performance styles

“your legacy precedes you”

© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement© John Smythe 2013

EXPERT/ TEACHER

EVANGELIST

ONE OF THE GANG

MAVERICK

CONFIDANT

expansive

movement, engagingeveryone, eye contact

reflectingaudience

outside the circle

re-assuring

positive humour

mirrors jargon of audience,

street humour,

precise, repetitive,checkingstories, fables

challenger

secretive, soothing, low key

authority, expertfocus on transfer ofknowledge

upbeat, excitedsound bites, passion, loudhigh energy

irreverence, conspiring, low-key personal

cocky, irreverent

confessional, neutral, reflecting audience

TONE

BODY LANGUAGELANGUAGESTYLE

Our engagement styles help or hinder engagement

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TONE BODY LANGUAGELANGUAGE

ARBITER

TEASE/FLIRT

LOBBYISTS

even, firm, unexcitable, measured

coquettish

two handed, embracing hand movements

pressing, firm,melodious

flatteringpersonal,humourous

simple

expert words, jargon, confidentialself confident

attention keeping

BULLY direct clipped emphatic

light


SNIPER gotcha! smug still until the ambush

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STYLE


TONE BODY LANGUAGELANGUAGE

VISIONARY

TEAM COACH

REPORTER

AUTOCRAT

conviction

friendly but slightly distant, confident

credibility without ownership of the issues

aloof, dismissive,sweeping

openness,embracing

statuesque, slow motion

rigid, standing

presidential

accessible,collaborative,story telling

clipped,no humour

value-laden,well-chosen,well-versed,imagery,metaphor

straightforward, unambiguous, factual

STYLE


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Employee Engagement


And finally

Sir Wim Bischoff (chair Lloyds Banking Group) as a senior sponsor of Engage for Success

“employee engagement will become be one of the key health factors to be considered by shareholders” – the velvet revolution at work is becoming main stream


© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgementDate of presentation

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Leadership & Management

"The Rise of Employee Engagement, the Fall of Command and Control"- John Smythe, Connected Business Expo 2014