developing “thinking managers” - herrmann...

© 2015 Herrmann Global, LLC Better Thinking. Better Performance. Better Results.

Presented by: Ann Herrmann-Nehdi, CEOFor complimentary resources: http://go.herrmannsolutions.com/trainingmagwebinar

Developing “Thinking Managers”To Bridge the Engagement Gap


• Engagement: Where are we?• Four Challenges/Drivers of Engagement• Engaging the Whole Brain® Way• Keys to individualizing engagement

Today’s Agenda


Leading in the New World of Work- Bersin Deloitte 2015


Poll 1

1. Formal approaches in place with full leadership support.

2. Formal approaches in place with limitedleadership support.

3. Informal approaches, w/leadership support to move to formal.

4. Only informal approaches, no leadership support for more.

What is your current approach to Employee Engagement?


Value of EngagementImprove company performance

High-engagement firms had total

shareholder return that was 19% HIGHER

than average

Low-engagement firms had total shareholder value that was 44% BELOW the average

Towers Watson


https://www.cebglobal.com/exbd/human-resources/global-workforce-insight-report/index.page


http://www.forbes.com/sites/victorlipman/2013/01/18/why-are-so-many-employees-disengaged/


Simon Heath http://www.xperthr.co.uk/blogs/employment-intelligence/2013/04/employee-engagement-breeding-d/


Survey Says

31.5%

51 %

17.5%

2014

http://www.gallup.com/poll/181289/majority-employees-not-engaged-despite-gains-2014.aspx


Our research shows that managers account for as much as 70% of variance in employee engagement scores.

What Great Managers Do to Engage Employees James Harter, Amy AdkinsHBR APRIL 2, 2015


Poll 2 What are your biggest challenges for your managers in creating employee engagement?

1. Inadequate manager communication with employees.

2. Ineffective performance metrics and a overly critical focus.

3. Insufficient specificity and clarity of expectations from managers.

4. Lack of manager ability help employees develop in the future.


Adapted from What Great Managers Do to Engage Employees James Harter, Amy AdkinsHBR APRIL 2, 2015

Four DriversOf Engagement


What are we doing wrong?

Companies spend over $720 millioneach year on employee engagement, and that’s

projected to rise to over $1.5 billion. And yet, employee engagement is at record lows —what’s wrong here?

https://hbr.org/2015/01/employee-engagement-depends-on-what-happens-outside-of-the-office


What are we doing wrong?

Companies spend over $720 millioneach year on employee engagement, and that’s

projected to rise to over $1.5 billion. And yet, employee engagement is at record lows —what’s wrong here?

https://hbr.org/2015/01/employee-engagement-depends-on-what-happens-outside-of-the-office

“Most employee engagement models are centered around the work experience and not on the employees!”


Engagement Defined

Winning the hearts and minds of

employees in ways that inspire them to

deliver high performance.


.


LOGICALANALYTICALFACT BASED

QUANTITATIVE

HOLISTICINTUITIVEINTEGRATINGSYNTHESIZING

ORGANIZEDSEQUENTIAL

PLANNEDDETAILED

INTERPERSONALFEELING BASEDKINESTHETICEMOTIONAL

The Whole Brain® Model

The four-color, four-quadrant graphic and Whole Brain® are registered trademarks of Herrmann Global, LLC. © 2015 Herrmann Global, LLC


Keys for Managers to Individualize Engagement


Individualize EngagementOwn and be accountable for their thinking

preferences.


Poll 3

1. Convince me with shared values and empathy.2. Convince me with results, precision and analysis.3. Convince me with details, practicality, a plan.4. Convince me with new ideas, room to play, a vision.

What represent your strongest preferences?


Poll 4

1. No respect for feelings or interaction; “too critical”2. Lack of logic, facts or data; “too much fluff”3. Lack of details, clarity or plan; “disorganized”4. No flexibility or vision, fear of risk; “boring”

What frustrates you?


Value the thinking preferences of others and their strengths.


Strategy

HROperations

R&D

Technical/Legal

Finance

Sales

Learning

HBDI® Profiles Of Successful Occupational Categories


Value the thinking preferences of others and their strengths.


Stretch to engage toward others thinking preferences.


definition: [n] The ability to deliberately and consciously adapt

your thinking when and as the situation requires it.

Managers need Thinking Agility®


Engaging Through Communication

A

B

D

C

• Critical analysis• Facts – no fluff• Technical accuracy• Goals and objectives• Well articulated ideas• Data – fact based charts• Brief, clear, precise info

• Minimal details• Freedom to explore• Metaphors – visuals• Overview – ‘big picture’• New, fun, imaginative• Conceptual framework• Aligns to strategy

• Detailed time-action plan• Through with references• Rules and procedures• Step by step – concise• In writing, in advance• Contingency plan• No digressing

• Open, informal discussion• Expressive body & voice• Intros and conversation• Knows effect on others• Knows how people feel• Hear & understand all• No hidden agendas



Align work with preferences and employees with initiatives.


Case examples


Ex 1: Misalignment Role/Employee



Ex2: Misalignment Role/Employee



Align work with preferences and employees with initiatives.

Alignment Gap leads to:• Poor Performance• Low Job Satisfaction• Insecurity• High Stress


Purpose

Structure

Rationale

Strategy

Direction

Possibility

Consistency

Clarity

Procedures

Collaboration

Development

Values

Thinking Managers Create Connections



Thinking Senior Leaders Create Belief

Vision

ValuesMission

Strategy

Goals

Objectives


Coach to help others stretch and leverage their brain.


A

B

D

C

Why Employees Don’t Engage

• They think they are already engaged.• They don’t know they are supposed

to be engaged differently.

• They don’t know why they should be engaged.

• There are consequences beyond their control.

• They don’t know how to demonstrate that they are engaged.

• They don’t know when to demonstrate that they are engaged.

• There is no positive consequence for being engaged.

• They don’t realize the affect on others for not being engaged.



and be accountable for their thinkingpreferences.

the thinking preferences of others and their strengths.

to engage toward others thinking preferences.

work with preferences and employees with initiatives.

to help others stretch and leverage their brain.

Keys for Managers to Individualize Engagement

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Better Thinking. Better Performance. Better Results.

t +1.828.625-9153e [email protected] herrmannsolutions.com

AMSTERDAM

AUCKLAND

BUENOS AIRES

COPENHAGEN

LAKE LURE

LONDON

MEXICO CITY

MUNICH

PARIS

PRETORIA

SHANGHAI

SINGAPORE

SYDNEY

TOKYO

For a more comprehensive deck and complimentary resources: http://go.herrmannsolutions.com/trainingmagwebinar

developing “thinking managers” - herrmann...

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