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Engaging Today’s Employees
David Lee https://youtu.be/494dUevcqJM
To watch the opening video, click the
link
Want Get
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The Epic Employee Engagement
Fail
Source: The Worldwide Employee Engagement Crisis, Gallup Journal, January 4, 2016
Years Engaged
Today’s Program
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Agenda
1. Why Bother
2. Translating the Opening Video Into…
3. Five Guiding Principles
• What matters and what doesn’t; what builds and what destroys…
• Why…
• How…
Agenda
4. How to have engagement conversations
5. Intro to Inspiring U: How to keep your keeping your own energy, enthusiasm, and engagement high
When You Leave
• Put what you know… back to “top of mind”
• Renew commitment to doing the things that work, even…
• Discover what the research says…and how to apply it
• Cultivate greater awareness and self-awareness
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Agenda
1. Why Bother
2. Translating the Opening Video Into…
3. Five Guiding Principles
• What matters and what doesn’t; what builds and what destroys…
• How…
The ROI of High Engagement
Why do YOU care?
Becoming More Skilled at Fostering
Greater Engagement
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Agenda
1. Why Bother
2. Translating the Opening Video Into…
3. Five Guiding Principles
• What matters and what doesn’t; what builds and what destroys…
• Why…
• How…
Agenda
1. Why Bother
2. Translating the Opening Video Into…
3. Five Guiding Principles
• What matters and what doesn’t; what builds and what destroys…
• Why…
• How…
Why Did I Open with the Video and
How Does That Relate to You and
Engagement?
Lessons from the Video Exercise
1. People can be inspired even when the work might not seem inspiring.
2. Excellence fosters inspiration and is self-reinforcing.
3. It’s hard not to feel uplifted and inspired when you see, or hear about, people being awesome.
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Lessons from the Video Exercise
4. Enthusiasm and passion are contagious.
5. Energy and emotion affect how we think, how we act, and the quality of our performance.
Energy and Emotion Affect
Perception
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“Our nervous system needs to be in
a specific physiological state to
promote bold ideas, creativity, and
positive social behavior.” Dr. Stephen Porgess
What All Peak Performers Know
“Your state determines your performance.”
What All Peak Performers Know
“Your state determines your performance.”
We’re doomed.
We can do this!!!
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Great managers, leaders, and role models know how to elicit positive emotional, energetic, and mental states in others.
Supervisors
All Other Factors
“Every time I meet with him, I feel like I’m giving blood…”
“Guys on our team would run through walls for Jerry.”
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“How can managers elicit these
emotional, energetic, and mental
states?”
• Enthusiasm
• Determination
• Optimism
• Curiosity
• Joy
• Others that lead to high morale, high productivity, and resilience
Being an Energizer “was four times greater a predictor of performance than any other factor measured.”
Dr. Rob Cross, Univ. of Virginia
The Energizer Effect
"The effect you have on others is the most valuable currency there is.“ Jim Carrey
"The effect you have on others is the most valuable
currency there is.“ Jim Carrey
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Energizer Behaviors That Foster
Engagement and High Productivity
• In General
• Shift Briefings
• A Difficult Change is Being Implemented
• A Team Member Suggests an Idea That You Don’t Think Will Work
• Giving Performance Improvement Feedback
• Other Important Moments of Truth
The more you engage in Energizer
behaviors and avoid De-Energizer
behaviors, the more productive,
engaged, resilient, and “Can do”
your team will be.
Next Steps
1. Compile and distribute list.
2. Make a list of the Energizers you MOST need to implement. (Pg. 4)
3. Continue exercise by exploring De-Energizer behaviors and make a list of those you need to eliminate…
4. Pay attention to people and interactions and notice who and what energizes you and who and what de-energizes and then…
Agenda
1. Why Bother
2. Translating the Opening Video Into…
3. Five Guiding Principles
• What matters and what doesn’t; what builds and what destroys…
• Why…
• How…
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Agenda
1. Why Bother
2. Translating the Opening Video Into…
3. Five Guiding Principles
• What matters and what doesn’t; what builds and what destroys…
• How…
Higher engagement doesn’t come
from “Goodies, Gimmicks, and
Gala Events,” it comes from an
intrinsically rewarding work
experience.
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“What program will solve this nursing
turnover problem?
“Trust between managers and employees is the primary defining characteristic of the very best workplaces.”
Source: The Connection Between Employee Trust and Financial Performance, Harvard Business Review Online
What Creates a “Best Place to Work”?
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“Trust between managers and employees is the primary defining characteristic of the very best workplaces.” and…because of that, accounts for 2/3 of their scoring.
Source: The Connection Between Employee Trust and Financial Performance, Harvard Business Review Online
What Creates a “Best Place to Work”?
“So…what creates an intrinsically
rewarding workplace?”
The Belief That What They Do—
Individually and as Part of an
Organization—Makes a Difference in
the World
Does the mission/purpose of your company make you feel your job is important? - #8 of Gallup’s Q12
Employees can deal
with almost any What
if they understand
and believe in The
Why.
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Connecting with The Why is Crucial With
Your Millennials
“I was raised to believe I could change the world. I’m desperate for you to show me that the work we do here matters, even just a little bit. I’ll make copies, I’ll fetch coffee, I’ll do the grunt work. But I’m not doing it to help you get a new Mercedes.
I’ll give you everything I’ve got, but I need to know it makes a difference to something bigger than your bottom line.”
“I was raised to believe I could change the world. I’m desperate for you to show me that the work we do here matters, even just a little bit. I’ll make copies, I’ll fetch coffee, I’ll do the grunt work. But I’m not doing it to help you get a new Mercedes.
I’ll give you everything I’ve got, but I need to know it makes a difference to something bigger than your bottom line.”
“I was raised to believe I could change the world. I’m desperate for you to show me that the work we do here matters, even just a little bit. I’ll make copies, I’ll fetch coffee, I’ll do the grunt work. But I’m not doing it to help you get a new Mercedes.
I’ll give you everything I’ve got, but I need to know it makes a difference to something bigger than your bottom line.”
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One of the Surprising Benefits…
How to Connect Them
with “The Why”
Continually Share Customer Stories
Adam Grant, PhD
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“What’s Your Why?”
The Opportunity to Use Their Brain
at Work, Solve Important Problems,
and Have an Impact
At work, do your opinions seem to count? - #7 of Gallup’s Q12 In the last year, have you had opportunities to learn and grow? - #12 of Gallup’s Q12
“What do you think your new team MOST wants from you?”
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“Of all the qualities in a manager conducive to innovation and initiative, a degree of uncertainty may be the most powerful. If a manager is confident, but uncertain – confident that the job will get done but without being certain of exactly the best way of doing it – employees are likely to have more room to be creative, alert, and self-starting.”
Langer, Ellen. Mindfulness, NY: Addison-Wesley, 1989
“Of all the qualities in a manager conducive to innovation and initiative, a degree of uncertainty may be the most powerful. If a manager is confident, but uncertain – confident that the job will get done but without being certain of exactly the best way of doing it – employees are likely to have more room to be creative, alert, and self-starting.”
Langer, Ellen. Mindfulness, NY: Addison-Wesley, 1989
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“We’ve always done it this way.”
#MotivationKiller
The Opportunity, and
Encouragement, to Grow
Professionally
Is there someone at work who encourages your development?
In the last six months, has someone at work talked to you about your progress?
In the last year, have you had opportunities to learn and grow? - # 6, 11, & 12 of Gallup’s Q12
What Millennials Want Most From
Their Manager
1. Will help me develop my career.
2. Will give me straight feedback.
3. Will mentor and coach me.
4. Is comfortable with virtual and flexible work schedules.
5. Will sponsor learning and development opportunities.
Source: Meister, J. and Willyerd, K. The 2020 Workplace: How Innovative Companies Attract, Develop, and Keep Tomorrow’s Employees Today
Next Steps
• Engage employees in professional development conversations
• Work together to look for opportunities to learn and grow on the job.
• Encourage them to look for other professional development opportunities
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The Ability to Feel “The Thrill of
Victory” and the Joy of Efficacy,
Rather Than the Daily “Agony of
Defeat”
Do you have the materials and equipment to do your work right? - #2 of Gallup’s Q12
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Next Steps
• Engage employees in “What do we/I do that drives you crazy?” conversations, or…
• “Help ME, Help YOU (Help Us)” conversations
• Cultivate the skills that create Psychological Safety
Autonomy: the Chance to Make Their
Own Decisions and use Discretion, to
“Own” Their Job Like a Small
Business
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Next Steps
• Engage employees in coaching conversations about where they would like to have greater autonomy and how to make that happen.
• Examine fear around giving greater autonomy
– My need to control?
– Needs more coaching?
– Wrong person in position?
Good Communication and Regular
Constructive Feedback
What aspects of
communication do you
wish YOUR manager
would be better at
(and/or past managers)?
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Next Steps
• Ask employees about where they see greater communication being helpful.
• Practice giving ongoing feedback.
• Grow your feedback skills.
Appreciation and Recognition
In the last seven days, have you received recognition or praise for doing good work?- #4 of Gallup’s Q12
65% of Americans
received no recognition
in the workplace last
year.
Source: Gallup Organization
“Lack of appreciation”: #1 Reason
employees left. Source: DOL
79% - among top five reasons they’d
leave. Source: SHRM’s Survey of Human Resource
Trends
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Next Steps
• Look for opportunities to express appreciation and give recognition.
• Encourage team to do the same.
• Ask employees about what approach is most meaningful to them.
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Operationalizing the Needs, Wants,
and Drivers
1. With a partner or two, pick one of the research findings that you’re most drawn to.
2. Brainstorm managerial practices that satisfy those drivers.
3. Compile results.
Higher engagement doesn’t come
from “Goodies, Gimmicks, and
Gala Events,” it comes from an
intrinsically rewarding work
experience.
Because Everything Matters when
it comes to employee
engagement—and because
managers are so incredibly busy—
it’s critical to cultivate the faculty
of mindfulness and an awareness
of “The Secret Life of Employees.”
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How Have YOU Experienced Employees
Being Taught NOT to Care? Next Steps
• Practice mindfulness and greater situational and self-awareness.
• “How will the way I’m about to handle this affect this person?”
• “What message am I sending by saying (or doing) this, or…not bothering to say or do this?”
Because Everything Matters when
it comes to employee
engagement—and because
managers are so incredibly busy—
it’s critical to cultivate the faculty
of mindfulness and an awareness
of “The Secret Life of Employees.”
The “Dirty Little Secret” about why
employee engagement remains so
low: most workplace environments
are transactional rather than
relational
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HumanNatureAtWork.com/ee HumanNatureAtWork.com/ee
“I’d like to replace this skill with one that is more hard-edged, more tangible, but there’s no getting around the data… Marcus Buckingham in “The One Thing You Need to Know: ... About Great Managing, Great Leading, and Sustained Individual Success”
Managers Caring About Employees
…a multiple of research studies confirm that employees are more productive when they feel that someone at work cares about them...
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“Employee who feel cared about are less likely to miss work, less likely to have accidents, less likely to file workers compensation claims…
…less likely to steal, less likely to quit, more likely to recommend the company to friends and family.” Marcus Buckingham in “The One Thing You Need to Know: ... About Great Managing, Great Leading, and Sustained Individual Success”
If your employees are “just not
that into you,” perhaps they
don’t experience you as being “into them.”
For Employers and Managers…
When we are careless in our
treatment of others, we teach
them to care less about us.
For Employers and Managers…
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Relational
vs.
Transactional
“Relational”
• NOT “Let’s be BFFs”
• Courtesies, civilities, and pleasantries we (hopefully) do in our personal lives that help keep “the fabric of society” from unraveling
• Demonstrate recognition of, and concern for, one’s impact.
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“Relational” (continued)
• Acknowledging “You are a human being not a robot, app, or machine” whose only value is…
• Showing interest in the person as…a person.
• Showing you care about that person as an individual with a life.
The Top 5 Drivers of Millennial
Employee Engagement
1. I feel I am valued in this organization.
2. I have confidence in the leadership of this organization.
3. I like the type of work that I do.
4. Most days, I feel I have made progress at work.
5. This organization treats me like a person, not a number.
Source: Unlocking Talent 2015 by The Center for Generational Kinetics
Next Steps
1. Use awareness to cultivate mindfulness.
2. Look for opportunities to be more “relational” rather than transactional and “all business.
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Because Everything Matters when
it comes to employee
engagement—and because
managers are so incredibly busy—
it’s critical to cultivate the faculty
of mindfulness and an awareness
of “The Secret Life of Employees.”
The “Dirty Little Secret” about why
employee engagement remains so
low: most workplace environments
are transactional rather than
relational
If your employees are “just not
that into you,” perhaps they
don’t experience you as being “into them.”
For Employers and Managers…
4/26/2018
33
When we are careless in our
treatment of others, we teach
them to care less about us.
For Employers and Managers…
If you want greater engagement,
you need to have better
conversations
Being an engaging leader requires
keeping your own energy,
enthusiasm, and engagement high.
Becoming More Skilled at Fostering
Greater Engagement
4/26/2018
34
Energy and Emotion Affect
Perception
What All Peak Performers Know
“Your state determines your performance.”
Being an Energizer “was four times greater a predictor of performance than any other factor measured.”
Dr. Rob Cross, Univ. of Virginia
The Energizer Effect
"The effect you have on others is the most valuable currency there is.“ Jim Carrey
4/26/2018
35
Post Program Is the Perfect Time to Talk
with Your Team
Higher engagement doesn’t come
from “Goodies, Gimmicks, and
Gala Events,” it comes from an
intrinsically rewarding work
experience.
The “Dirty Little Secret” about why
employee engagement remains so
low: most workplace environments
are transactional rather than
relational
If your employees are “just not
that into you,” perhaps they
don’t experience you as being “into them.”
For Employers and Managers…
4/26/2018
36
When we are careless in our
treatment of others, we teach
them to care less about us.
For Employers and Managers…
Relational
vs.
Transactional
If you want greater engagement,
you need to have better
conversations
Being an engaging leader requires
keeping your own energy,
enthusiasm, and engagement high.
4/26/2018
37
Next Steps
1. Check out Laying the Groundwork for Stay Interviews and “Help me help you help us” Conversations Pg. 18
2. Read the “You know I went to the seminar” Conversation article Pg. 8 and have that conversation.
Next Steps
3. Practice Stay Interviews and Engagement Conversations
4. Do the Action Steps on Pg. 21
5. Stay connected with the MaineHealth Revenue Cycle page
Feel Free to Reach Out And Ask
Questions
David Lee, HumanNature@Work
Email: [email protected] LinkedIn: www.linkedin.com/in/davidlee-maine Twitter: https://twitter.com/HumanNatureWork Phone: 207-571-9898