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Urgency to Improve Engagement
• Business is losing $300 billion a year (The Gallup Corporation)
• Employees are being denied immeasurably valuable quality of life (Is your work experience as satisfying as you would like ?)
• Why? Over 70% of employees and supervisors are disengaged
• Cause: Expecting supervisors to motivate employees and control their performance with traditional performance evaluations
© Duke Nielsen 2010 [email protected]
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Focus for Improving Engagement
Expectation causes 99% of disengaging conditions:
• Employees Lack understanding or support 89%
2. Employees Lack knowledge or skill 9.5%
3. Employees Lack mental or physical capability 0.5%
© Duke Nielsen 2010 [email protected]
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Where to start
• All three conditions are results of supervisory leadership communication shortcomings
• Traditional programs: 1% effective eliminating shortcomings
• The Supervisor/Employee Team Achievement Agreement and Review process: 80% effective
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4© Duke Nielsen 2010 [email protected]
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Disengaging Leadership ParadigmMotivating Employees and Controlling their Performance
Hopelessly Ambiguous
Performance Expectations
5© Duke Nielsen 2010 [email protected]
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Disengaging Leadership ParadigmMotivating Employees and Controlling their Performance
Hopelessly Ambiguous
Performance Expectations
Engaging Leadership ParadigmInspiring, Guiding, and Supporting Employee Achievement
Focused Attention on
Achievement Expectations
6© Duke Nielsen 2010 [email protected]
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Extrinsic/Intrinsic Rewards
• Extrinsic means “from without”; outside of the emotional self
• Valued for money, power, prestige
• Intrinsic means “from within”; inside of the emotional self
• Valued for self worth, being understood and appreciated
7© Duke Nielsen 2010 [email protected]
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8© Duke Nielsen 2010 [email protected]
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How Rewards Affect Motivation
10
0
Adolescent Motivation Mature Motivation
0 0 10
© Duke Nielsen 2010 [email protected]
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How Rewards Affect Motivation
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0
Adolescent Motivation Mature Motivation
Extrinsic Rewards
0 0 10
Intrinsic Rewards
Physical Security Social Intellectual Ego Achievement
© Duke Nielsen 2010 [email protected]
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How Rewards Affect Motivation
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Feeling Understood and Appreciated
Adolescent Motivation Mature Motivation
Extrinsic Rewards
0 0 10
Intrinsic Rewards
Physical Security Social Intellectual Ego Achievement
© Duke Nielsen 2010 [email protected]
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How Rewards Affect Motivation
10
0
Feeling Understood and Appreciated
Adolescent Motivation Mature Motivation
Extrinsic Rewards
0 0 10
Intrinsic Rewards
Physical Security Social Intellectual Ego Achievement
© Duke Nielsen 2010 [email protected]
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How Rewards Affect Motivation
10
0
Feeling Understood and Appreciated
Adolescent Motivation Mature Motivation
Extrinsic Rewards
0 0 10
Intrinsic Rewards
Physical Security Social Intellectual Ego Achievement
© Duke Nielsen 2010 [email protected]
0
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How Rewards Affect Motivation
10
0
Feeling Understood and Appreciated
Adolescent Motivation Mature Motivation
Extrinsic Rewards
0 0 10
Intrinsic Rewards
Physical Security Social Intellectual Ego Achievement
© Duke Nielsen 2010 [email protected]
0
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How Rewards Affect Motivation
10
0
Feeling Understood and Appreciated
Adolescent Motivation Mature Motivation
Extrinsic Rewards
0 0 10
Balance of Rewards Essential For Engaging S/E Relationships
Intrinsic Rewards
Physical Security Social Intellectual Ego Achievement
© Duke Nielsen 2010 [email protected]
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Self-Motivating Algorithm
16© Duke Nielsen 2010 [email protected]
Perpetuates
Commitment toS/E Team Achievement Expectation Agreements
And ReviewsCreates and
Perpetuates This Cycle
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Team Achievement Agreement/Review
Mission: Create and sustain a relationship climate in which optimal understanding, achievement, mutual appreciation, and character development are most likely to occur. ____________________________________________________________________
Supervisor’s Support Responsibility (first one of five): Follow the scripted guide for developing achievement agreements and conducting achievement reviews.
Agreed on portion of full attention to be focused on this responsibility_______%Discussed and agreed on actual portion of full attention focused _______%Agreed on disengaging influences and remedies_____________________________ ___________________________________________________________________
Employee Job Responsibility: (relates to existing job responsibilities).
Agreed on portion of full attention to be focused on this responsibility_______%Discussed and agreed on actual portion of full attention focused _______%
Agreed on disengaging influences and remedies_____________________________
___________________________________________________________________
18© Duke Nielsen 2010 [email protected]
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Team Achievement Agreement/Review
Mission: Create and sustain a relationship climate in which optimal understanding, achievement, character development, and mutual appreciation are most likely to occur. ______________________________________________________________________________________
18© Duke Nielsen 2010 [email protected]
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Team Achievement Agreement/Review
Supervisor’s Support Responsibility (first one
of five): Follow the scripted guide for developing
achievement agreements and conducting
achievement reviews.
19© Duke Nielsen 2010 [email protected]
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Team Achievement Agreement/Review
Supervisor’s Support Responsibility (first one
of five): Follow the scripted guide for developing
achievement agreements and conducting
achievement reviews.
Agreed on portion of full attention to be focused on this responsibility_40%
20© Duke Nielsen 2010 [email protected]
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Team Achievement Agreement/Review
Referenced Employee job responsibility: I.E.
Support my employer’s mission and our S/E
team mission.
Agreed on portion of full attention to be focused on this responsibility._30%
21© Duke Nielsen 2010 [email protected]
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Team Achievement Agreement/Review
Supervisor’s support responsibility (first of five): Follow the scripted guide for developing achievement agreements and conducting achievement reviews.
Agreed on portion of full attention to be focused on this responsibility. 40%
Discussed and agreed on actual portion of full attention focused. 30%
Agreed on disengaging influences and remedies.I don’t verify understanding enough. I’m impatient and act on assumptions. It’s tough to break old habits. I need to think more about our team mission.
22© Duke Nielsen 2010 [email protected]
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Team Achievement Agreement/Review
Employee Job responsibility: Support my employer’s mission and our S/E team mission. Agreed on portion of full attention to be focused on this responsibility. 30%
Discussed and agreed on actual portion of full attention focused. 40%
Agreed on disengaging influences and remedies.I really work on not supporting other’s whining. I am trying to be more assertive and successful in holding others accountable to follow through on their commitments to me.
23© Duke Nielsen 2010 [email protected]
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Leadership Development Effectiveness Adapted from Bruce & Showers, Transfer of Training: The Contribution of Coaching
(Eugene, OR: Center for Educational Policy & Management, 1982)
Levels of Instruction
Measures of Instruction Effectiveness
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The Team Achievement Expectation Agreement & Achievement Review Process accomplishes all four
2. Skill demonstration
3. Low-risk feedback
4. Mentored OJT coaching
1. Concepts and theories 85% 15% 10% 85% 18% 10% 85% 80% 10% 90% 90% 80%
Learning Learning Learning Gained Demonstrated Applied
© Duke Nielsen 2010 [email protected]
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Leadership Communication & Character Development Adapted from Bruce & Showers, Transfer of Training: The Contribution of Coaching (Eugene, OR:
Center for Educational Policy & Management, 1982)
Levels of Instruction
Measures of Instruction Effectiveness
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The Team Achievement Expectation Agreement & Achievement Review Process accomplishes all four
2. Skill demonstration
3. Low-risk feedback
4. Mentored OJT coaching
1. Concepts and theories 85% 15% 10% 85% 18% 10% 85% 80% 10% 90% 90% 80%
Learning Learning Learning Gained Demonstrated Applied
© Duke Nielsen 2010 [email protected]