employee engagement - rapid learning...
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Employee Engagement: Employee Engagement: Employee Engagement: Employee Engagement: How to Tap Every Employee’s Innate How to Tap Every Employee’s Innate How to Tap Every Employee’s Innate How to Tap Every Employee’s Innate Drive to Make a DifferenceDrive to Make a DifferenceDrive to Make a DifferenceDrive to Make a Difference
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Stephen J. MeyerCEO and Director of Learning and Development at Rapid Learning [email protected]
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� A concept to drive engagement
� Good leaders accumulate concepts◦ Delegation
◦ Conflict Management
◦ Accountability
� No concepts = poor results
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1. What engagement is
2. Who owns the problem
3. Why engagement matters
4. A concept to drive engagement
5. Four triggers of disengagement
6. Three destructive narratives
7. The power of validation
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� Discretionary effort◦ The difference between…
� What we’re truly capable of doing, and
� The minimum that we need to do
� Engaged employees do more
� They challenge inefficiencies
80%80%
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� Most employees desire engagement
� It’s a hard-wired, psychological need
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� Our jobs define us
� “I am…”◦ Accountant
◦ Salesperson
◦ Computer engineer
� There are bad apples
� Most want more
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� Employees get the blame
� Leadership is the problem◦ Link between tasks and needs is broken
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LEVEL 4LEVEL 2 LEVEL 3LEVEL 1
Actively Disengaged
LEVEL 1
(15%)
Somewhat Disengaged
LEVEL 2
(35%)
Somewhat Engaged
LEVEL 3
(35%)
Actively Engaged
LEVEL 4
(15%)
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� Actively engaged employees love work
½ DAY
OF WORK
1½ DAYS
OF WORK
Actively
Engaged
Actively
Disengaged
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� Create a safe environment◦ Employees focus solely on work
� Attachment Theory◦ Seeking attachment is innate
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1. Stems from evolutionary psychology
2. Humans are driven to groups
3. Employees seek trustworthy leaders
4. “Safe havens” enable high performance
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� Creating a safe haven is tough
� It’s your responsibility
� Weak or developing leaders make mistakes◦ Leads to disengagement
� The 4 triggers
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� Children need committed caregivers
� Employees need committed leaders
� You’re always “on stage”
� Employees sense uncomfortable leaders
� Result: anxiety
� People wonder:
◦ “Is my job safe?”
◦ “Am I killing my career?”
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� Small actions speak volumes◦ Headphones signal unavailability
◦ Missing a hello triggers anxiety
� Leaders must be “available”◦ It’s not just small talk
◦ Helps employees feel valued
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� Stress happens
� A client chews you out
� Magnify the anxiety◦ Call a team meeting
◦ What was accomplished?
� Minimize panic◦ Don’t hide the customer’s anger
◦ Calmly explain the situation
� Leaders must be insulators
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� We’re wired from birth to seek predictability
� Routines are fundamental
� Erratic behavior panics employees
� To create a safe haven:◦ Plan carefully
◦ Set goals
◦ Assign roles
◦ Stay the course
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� Do safe havens promote dependency?
� No.
� Strong bonds = autonomy
� Bonus:◦ Employees w/ strong attachment bonds...
◦ …create similar bonds
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1. Commit to leadership role
2. Emotional availability
3. Act as an insulator
4. Be consistent and predictable
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� Communication is key
� Vacuums attract rumors
� Leaders guide perceptions
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� Negative culture based on:◦ Ideas
◦ Beliefs
◦ Attitudes
� Can degrade engagement
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� Top factor for job satisfaction and retention:“Use of my skills and abilities”*
� Worker: “They’re missing my potential!”
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� Own the problem
� Maintain performance dialogue◦ Employees feelings about their job
◦ Career aspirations
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CharlieCharlieCharlieCharlie Jill
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� Raise Jill’s profile
� You’re a career advocate
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CharlieCharlieCharlieCharlie
� Distorted view of abilities
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� Charlie admitted shortcomings
� A door opened
� Change of scenery was the solution
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� People need purpose and meaning
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� Put the job in perspective
� Sometimes it’s simple◦ “Making people healthier”
� Sometimes it’s not
� An innovative approach:◦ “How do you want to be perceived?”
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� “To be seen as professional”
� What is a professional?◦ “Well-groomed”
◦ “Prompt payment”
◦ “Our services help customers”
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� “I’m doing great work…
� …but no one notices”
� Disengagement follows
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� “I’m underpaid!”
� Address the 3 narratives
� Pay a fair wage
� Engaged employees = fewer complaints
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� Small, memorable bits
� Easily digestible learning
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� Validation is powerful
� Negative feedback is “long tail”◦ 1 negative ~ 5 positive
� Feedback on progress is powerful
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� A “concept” for engagement◦ Create a safe haven
◦ Obtain discretionary effort
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� Most everything is forgotten
� Knowledge was transferred…
� …little recall…
� Training must be revisited
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