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Cracking the Code on

Employee

Disengagement

Leading and Managing Today’s Workforce

Terra Staffing – HR HotSpot: May 12, 2017

By Lynda Silsbee, CPT, SPHR, SHRM-SCP

© Alliance for Leadership Acceleration 2017, All rights reserved

Alliance for Leadership Acceleration

LEAD… GROW… INSPIRE…

High-Performance

Organizations

Powerful

Leaders

Exceptional

Teams

• LEAP and Leadership

“University” Programs

• Prepare managers to

lead in a VUCA world

• Develop bench strength

& succession

• Accelerated learning

methods transfer learning

into results

• Increased EQ

• Assessments show major

increases in Confidence and

competence increase

• Greater innovation

• Strong collaboration

• Build and leverage

networks to drive

execution

A collaborative network of executive coaches/consultants who are

passionate about developing great leaders and great organizations.


Lynda Silsbee - Background

Vulcan – Paul Allen

Seahawks, EMP, Brain Science,

etc.

“Leading with

Lean”

“Future Nordstrom Leaders”

“Leadership Acceleration”

“Organizational Effectiveness”


Learning Goals

• #1 Reason for

disengagement

• Avoiding the downward

spiral of disengagement

that leads to reduced

productivity and morale

• Leadership skills that

encourage an engaged

culture change

• 4 Steps to take right away

to re-engage a languishing

workforce


Defining Engagement:

Engaged Employees…

• Stay – they have an intense pride and desire to be

part of the organization and their turnover intentions

are low

• Say – they advocate for the organization by referring

potential employees and customers, are positive with

co-workers and are constructive in their criticism

• Strive – they exert extra effort and engage in

behaviors that contribute to business success


Current Trends in Talent Management

_____% of Employees characterize themselves as

passively engaged or actively disengaged

_____ Amount 1 disengaged employee can

drain from your bottom line

ANNUALLY

_____($)Billion: Cost to the US economy each year

_____ Generation most likely to leave their

company in the next 12 months

_____(Y/N) Those with college degrees are more

engaged than less educated

_____ Category of works who are MOST and

LEAST engaged© Alliance for Leadership Acceleration 2017, All rights reserved

Poll/Quiz: Current Trends in Talent

Management


Polling #1 - % of people passively

engaged or actively disengaged

1. 73%

2. 52%

3. 48%

4. 17%


Polling #2 – The amount 1

disengaged employee drains from

your bottom line ANNUALLY

1. $30,000

2. $25,000

3. $15,000

4. $10,000

5. $ 5,000


Polling #3 – Which category of

workers are the MOST engaged?

1. Service Workers

2. Professional Workers

3. Laborers

4. Management & Executives


Why do People Leave?

Why Aren’t People more engaged?

17% 16% 18% 19% 20%13%

31%15% 19% 13% 17%

56% 60%70% 72%

61%62%

57%

65% 63%64%

77%

27% 24%12% 9%

19% 25%12%

20% 18% 23%

6%

US

A

CA

NA

DA

GE

RM

AN

Y

JA

PA

N

GR

EA

T B

RIT

AIN

CH

ILE

FR

AN

CE

ISR

AE

L

AU

ST

RA

LIA

NE

W Z

EA

LA

ND

SIN

GA

PO

RE

Actively Disengaged Employees Non-Engaged Employees Engaged Employees

Source: Gallup


National Levels of Engagement

Source: Gallup “State of the American Workplace Report”

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

2015

2011

2009

2000

Engagement Scores Show Little Improvement over time

Actively Disengaged Not Engaged Engaged

32%

18%

17%

28%

29%

32%

54%

51%

17.2%

19%

50.8%

52%


The Downward Spiral

• Lost productivity

• Lower morale

• Eroded employer brand Hard

& expensive to recruit talent

shortage

• Increased Turnover

• Lost customers Lost revenue


Of managers think top management

displays integrity & honesty

Of managers are looking

for a job with another

company

Of managers are

energized by their job


Lessons from some Famously

Disengaged Employees


What is the #1 reason for

Disengagement?Interesting Note – the things that drive engagement are

NOT the same as those which drive disengagement!

v.


The Drivers of Engagement and Disengagement Differ

Top 10 Drivers: Engagement

1. Respect for EE’s – The organization respects its employees

2. Fairness – Everyone is treated fairly in the organization

3. Trust – There is an atmosphere of trust in the organization

4. Respect for Management – Leaders of the org. really know

what they are doing

5. Values – Sr. leader’s support mission/values

6. Teamwork – It feels like ONE team in this organization

7. Respect for Management – The Sr. Leaders demonstrate

strong leadership skills

8. Respect for Management – The Sr. Leaders are highly ethical

9. Personal Expression – People with different ideas are valued

10. Personal Expression – Sr. leaders are genuinely interested in

all opinions. Source: CustomInsight, January 2013


The Drivers of Engagement and Disengagement Differ

Top 10 Drivers: Disengagement

1. Respect for EE’s – The organization respects its employees

2. Respect for Management – The Sr. Leaders are highly ethical

3. Respect for EE’s – My Manager values my talents and contribution

4. Personal Expression – My ideas and opinions count at work

5. Purpose & Direction – My Manager clearly defines goals &

expectations

6. Values – Sr. leader’s support mission/values

7. Teamwork – My Manager emphasizes cooperation & teamwork

8. Personal Expression – People with different ideas are valued

9. Autonomy – My Manager gives me the freed to do my job

10. Feedback – I receive useful/constructive feedback from My

Manager© Alliance for Leadership Acceleration 2017, All rights reserved

Key Drivers of Engagement

& Organizational Success

Alignment to Mission

& Values

Trust, Teamwork,

Fairness

Employee Respect &

Involvement

Engaged

Employees!

Employees with the right skills and capabilities.

Organization knows where it’s going and involves their people in getting there.


How to Develop Your Leadership

for an Engaged Culture

Source: Survey of 1000 American Execs.

“interventions in the workplace” by Michelle McQuaid


© 2017 Alliance for Leadership Acceleration

Keys to Success

Unlock engagement in your organization.

Develop your leadership

to encourage an engaged

culture change

Leadership

Leadership is the force billowing our sails into a high performance culture on the journey to full engagement.


Managers

Managers

are the rope

Linking people

with work.


Two Types of Leader-Managers

Controllers:Impose their will on

people whom they view

as objects.

Shape, alter and elevate the

motives, values and goals of

people whom they view as

human beings.

Empowerers:


From Traditional to HP Leadership

Controlling-Traditional Management

From: Directing and Doing

• Solving it, “answer man”

• Doing it yourself; “If you want

something done right…”

• Over-directing and micro-

managing

• Mandating goals

• Experting it; “You can’t do it

without me”

• Being the quality judge and jury

• Playing the “God” role

• Protecting turf

• Overdependence on detailed

policies

Empowering Leader-Manager

To: Developing and Facilitating

• Facilitating problem solving

• Empowering others

• Helping others learn from mistakes

• Providing leadership for goal-

setting process

• Developing technical confidence

capability; “You can do it”

• Being a quality coach

• Supporting as a helpful resource

• Linking team to broader org.

systems; bridging barriers

• Being tough and clear about

direction, principles, and

boundaries


Multiple Learning Angles:6 Best Practices in Leadership Development

1. Define Your Culture and Leadership

Competencies Required

2. Use Blended & “Accelerated” Learning Strategies

3. Programs for Multiple Levels

4. Align Development with Business Strategy

5. Strong Senior Management Support

6. Integrate into Talent Management (whole lifecycle

approach)

Source: Bersin & Associates, 2006 Leadership

Development Best Practices Research Report


#1 Define Your Culture &

Competencies

Six things that make a vision effective:

1. Is bold but achievable

2. Paints a vivid picture of the future

3. Appeals to employees’ hearts (and minds)

4. Is specific enough to help individuals make decisions

and trade-offs

5. Is flexible enough to adapt to changing conditions

6. Is easy to communicate quickly—in 60 seconds

6 Best Practices

in Leadership

Development


Leadership Competencies

Success behaviors associated

with how an organization

perceives effective leaders

Extensive research has been performed to

identify the key competencies, but they should be

customized to best fit unique aspects of your

organization’s strategy and competitive

advantages


#2 Accelerated & Blended

Learning

• Personality/leadership Assessments (to increase self-awareness)

• Timely, relevant curriculum

• Personal learning contracts

• Personal learning journals and Reflection

• 360-Degree feedback

• Book clubs and/or chat rooms

• Company/Team Projects (Action learning)

• Case studies and simulations

• Individual projects or assignments

• Coaching / Mentoring

• Articles from “thought leaders”

• Strategic conversations

• Job rotation

• Socratic-style questions for reflection & clarification


6 Best Practices

in Leadership

Development

Traditional Leadership

Development

IS A WASTE.


Accelerated Learning – Develops the right habits more quickly


LEAP® Program Elements:

The Journey to Leadership

➢ Ongoing learning over twelve months

➢ 360-survey and other assessments

➢ Leadership Development Plan

➢ Learning topics are aligned with both

business and individual needs

➢ World Class Curriculum

➢ Expert Coaching: One-on-one

➢ Peer Coaching guided in a Cohort

learning environment

➢ Practice & Application: Action and

Reflection


#3 Programs for Multiple

Levels

• Performance expectations often vary from one level to another

• Some competencies, knowledge and experience are different at different levels

• Developmental opportunities should be geared toward different levels of leadership

• The sophistication of the program and topics have to change (e.g. Vistage is great for CEO’s, Key Execs but not geared toward other levels)


6 Best Practices

in Leadership

Development

#4 Align Development

w/Business Strategy

• Critical for building skills, knowledge and experiences that are relevant and essential to the company

• Strategic alignment also refers to culture, vision, mission and values

• Programs should not be generic; they must drive skill sets critical and specific to your own company

• What are some ways to ensure alignment??


6 Best Practices

in Leadership

Development

#5 Senior Management Support

When Sr. Mgmt is Not

Involved

• Program managers struggle

w/developing relevant training

programs

• Programs are not as closely

aligned to the business strategy

• Programs are not as well

received by leaders; there is a

“push” for them to attend

• People are pulled out because

“real work” is more important

When Sr. Mgmt is Involved

• Programs are typically more

dynamic, target more leaders,

and are adopted more quickly.


6 Best Practices

in Leadership

Development

#6 Talent Management

Integration

• Leadership development is part of the overall talent management system

• Processes for assessing and developing leaders need to feed one another

• Performance management – helps identify leader skill gaps and participants for development programs

• Succession management – leaders are assessed against skill sets for future positions


6 Best Practices

in Leadership

Development

© 2017 Alliance for Leadership Acceleration

Keys to Success

Unlock engagement in your organization.

4 Steps to Re-engage

Your Workforce

Four Steps to Re-engage

Your Workforce

1. Diagnose where you have ‘My Manager’ issues

2. Provide Managers with 360-degree feedback

3. Communicate, communicate, communicate

4. Provide recognition and respect


Step One:

Diagnose ‘My Manager’ Issues

• Share the results of the engagement

survey & ask them what they plan to do

to improve

• Make sure every hire/promotion looks at

the Job-Person FIT (use job-match

assessment tools)

• Deal with poor performers quickly and

fairly


Step Two:

Provide 360-Degree FB & Coaching

• Zero-in on the most critical development

areas (not necessarily their worst area!)

• Train/develop managers to become coaches

and mentors who provide direction, set clear

expectations, give frequent feedback,

recognition, and appropriate rewards for

those who perform well and who deal

effectively with poor performers


Step Three:

Communicate, Communicate, Communicate

• Make sure your mid-level managers: provide timely and relevant information about the business, growth plans, strategies, and issues

• Communicate constantly – share why certain decisions were made – or better still; engage in dialogue before making changes that affect them

• Make sure senior leadership is visible, trusted and perceived as accessible

• Make sure senior leadership provides clear direction and is open, honest and transparent in communications


Step Four:

Recognition and Respect• Treat employees like owners and help people connect

to the larger mission & values of your organization

• Managers need to learn to be FACILITATORS of problem-solving, teambuilding and org. learning

• Celebrating success is part of the culture

• Make sure managers involve people in decisions –really listen to employee ideas and let them implement some of them

• Share ‘success stories’ and create an atmosphere of teamwork


In Conclusion…

• Employee engagement is NOT a fad

• Engagement will become the best competitive advantage companies will use to defend their businesses

• Measurement of your engagement should be performed annually with follow up actions that will strengthen the engagement

• All studies, locations and ages are in agreement on one thing…the direct relationship with one’s manager is the strongest of all drivers


References,

Learn More

Questions or

Contact:

Lynda Silsbee

Lynda@Leadership-

Acceleration.com

• 7 Hidden Reasons People Leave

Leigh Branham

• High Performance Work

Environment Model Performance

Dimensions Group, Lynda Silsbee

• The Power of Thanks, Eric

Mosley & Derek Irvine

• Three Signs of a Miserable Job –

A Fable for Managers Patrick

Lencioni

• Seeking Answers on the

Lackluster State of Leadership

Evan Sinar, et al, TD Magazine,

Dec. 2014


mailto:[email protected]

HRCI CreditActivity ID: 315625

Title: Diversity Playbook: Cracking the Code

on Employee Disengagement

Start Date: 5/12/2017

End Date: 5/12/2017

Recertification Credit Hours Awarded: 1

Specified Credit Hours: HR (General)

This program, 315625, has been approved for

1 (General) recertification credit hours toward

PHR, SPHR and GPHR recertification through

the HR Certification Institute. Please be sure

to note the program ID number on your

recertification application form. For more

information about certification or

recertification, please visit the HR

Certification Institute website at www.hrci.org.

http://www.hrci.org/

SHRM Recertification Credit

Activity ID: 17-BDL48

Title: Diversity Playbook: Cracking the

Code on Employee Disengagement

Start Date: 5/12/17

End Date: 5/12/17

Professional Development Credits: 1

TERRA Staffing Group is recognized by

SHRM to offer Professional Development

Credits (PDCs) for SHRM-CP and

SHRM-SCP

No Ego: How Leaders Can Cut the Cost of Drama, End Entitlement and Drive Big Results

Presented by: Cy Wakeman

Reality Based Leadership

June 16, 201710:00-11:00am

This activity has been submitted for HRCI and SHRM credit.

Register at: www.TerraStaffingGroup.com/webinars

http://www.terrastaffinggroup.com/webinars

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