high performer: raising the bar by reaching new … · • 20+ years focused on employee experience...

High Performer: Raising the Bar by Reaching New Heights with Your Employees

July 31, 2017

4:00 p.m. – 5:30 p.m.

Upbeat

© 2017 Bloodhart Consulting

https://www.youtube.com/watch?v=tyPDQpel8bI

https://www.youtube.com/watch?v=2gm45F4csOY

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Welcome


Image credit: pixabay.com

Ever Changing

Journey

• 20+ years focused on employee experience & engagement, organizational effectiveness and talent management

• Experience with a variety of industries including: Amoco, G.E., Cummins, Lincoln Financial Services, Advanced Technology Services and Zimmer

• Collaborative and innovative approach results in fresh and sustainable solutions that prepare organizations for the future

• Transforms organizations into a more “human” workplace resulting in increased engagement and improved business results

• Master of Arts, Industrial Relations/Human Resources and a Bachelor of Science, Sociology from the University of Iowa

Alison Bloodhart

Working “Human”3© 2017 Bloodhart Consulting

Daring Greatly

It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.

THE MAN IN THE ARENA By Theodore RooseveltExcerpt from the speech "Citizenship In A Republic"delivered at the Sorbonne, in Paris, France on 23 April, 1910

Are you in the arena?4© 2017 Bloodhart Consulting

Hello Humans!

5© 2017 Bloodhart Consulting

Transformation of the Workplace


Information Age

Industrial Age

Agricultural AgeHuman Era / Cognitive Era

Image credit: pixabay.com and wix.com

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*

Thought Leadership Changing

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“Simply put, that companies that treat their workers better do better. And this fundamentally changes the way managers should be thinking about their workers.”

Alex EdmondsProfessor of Finance London School of Business


Leadership & humanity are critical

Employee Life Cycle

8

Acquire

Develop

Engage

Retain

Transition


ComplianceCommunication

https://www.decision-wise.com/what-is-the-employee-experience/

Employee Experience (EX)

Totality of perceptions…good and bad


• Fundamental concern of all business leaders

• Focused on momentsthat matter

• Design thinking: Removing unnecessary complexity

What it is not …• Perks, Talent Management

or Employee Value Proposition

• Only an HR responsibility

When properly built, the right EX has the power to transform your organization

What it is …

Source: Workhuman Research Institute IBM Smarter Workforce Institute

Employee Experience

People want the same thing10© 2017 Bloodhart Consulting

• Pride in what they do

• Enjoy the people they work with

• Trust who they work for

Engagement Value Chain

Culture derived from leadership behavior

Authenticity is key

Emotional Contagion: People likely to catch the emotions of their leaders

Engaged Employees

Success: Better Serving Customers

Leadership and an environment supporting employees to deliver

value for our customers.

L

e

a

d

e

r

s

h

i

pGrowth

Providing Value

Service Retention Productivity

Why?11© 2017 Bloodhart Consulting

How?

Engage

Skill(Develop)

Purpose(Engage)

Will(Acquire)

Supporting engagement

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Reaching higher

performance levels

Driving desired culture


Employee Value Proposition

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Objective Great Place to Gain Personally

And Grow Professionally

Philosophy

Employee Requirements

* Make me an integral part of the team- Tell me the strategy, how we are doing & how I can help FWHA succeed- Seek my expertise and opinion prior to decision making- Support my desire to deliver service excellence to my customers

* Create(Sustain) a work environment that supports me and my efforts to be successful in my role- Treat me with respect and dignity- Be consistent with treatment of people- Recognize the value of diverse opinions- Provide me with the processes, tools & technology to be effective- Lead me: communicate the vision, explain my purpose and direct as needed

* Invest in me to help me grow- Provide relevant training to do my job better- Develop me so that I can acquire new skills- Allow me to make mistakes and learn from them- Utilize my talents

* Empower me: Give me a voice & act on my ideas ... or tell me why not

* Accountability- Work with me to set mutual expectations- Leverage my strengths- Recognize me when I do a good job- Regularly provide me performance feed back and redirect as needed- Meritorious environment

Create a culture of empowerment where our behaviors are aligned with

FWHA Values


People Strategy

Our Investment

Our Tools

Our Actions

Internal Talent

External Talent

Leadership Development

Program

Leadership

Systems, Tools and Processes

Recognition Program

Talent Management

Process

Consistent Processes and

Practices

EmpoweringTalent

Recognizing

Talent

FoundationValues

Feedback

Loop

Employee Development

Increased Organizational

Capability

Structure

The Outcome


“You have to raise the bar. Give yourselfa challenge. Ask yourself, ‘How can one make the impossible materialize?”

-Tim Walker©Lifehack quotes

Raising the Bar

What does this mean to me?15© 2017 Bloodhart Consulting

• What is leadership?

• Can anyone be a leader?

Leadership

Influence16© 2017 Bloodhart Consulting

Leadership

Inspire others17© 2016 Bloodhart Consulting

Potential

Capable of being or becoming18© 2017 Bloodhart Consulting

Expectations…Behavior

“Treat people as if they were what they ought to be, and you’ll help them to become what they are capable of becoming.” Johann Wolfgang Von Goethe

What does this mean?19© 2017 Bloodhart Consulting

Servant + Leader = Explosive Leadership Development Growth

“Everything rises and falls on leadership”John Maxwell



• CEO/Executive Director FWHA

• 2016 High Performer recipient: HCVP and Public Housing

• 9 out of 11 years in leadership positions at agencies that received High Performer designation

• Career: Received 46 NAHRO awards

• NAHRO NCRC Vice President of Housing – 2017

• Indiana NAHRO State President - 2017

• 2014 – 2016 High Performing organization

• Bachelor of Arts Degree in Education from Augustana College

George W. Guy III

Leadership is key!21© 2017 Bloodhart Consulting

• Since 2013, FWHA has received 17 NAHRO Awards of Merit

• NCRC NAHRO Program of the Year award in 2015 and 2016

• Nan McKay 2015 Excellence in Housing Award

• 89.4% employee retention (annual); 93.6% (excluding retirees)

• Average tenure: 7.17 years; (8.3 years excluding recent hires)

Fort Wayne Housing Authority


• Housing Opportunities Program Non Profit Arm (NFP) arm

• FWHA has 1 Mixed Finance development project

• FWHA has 1 LIHTC development project

• Co-developing a Permanent Supportive Housing project 48 units

• Co-developing an Elderly site renovating a Historic School building (35 units)

• Member of the Indiana Balance of State Continuum of Care

• Member of the Homeless Planning Council

Current and Future Opportunities

Future is bright23© 2017 Bloodhart Consulting

• Honest self assessment

• Address the gaps• Solid action plans• Activity based learning

• Increases• Ability to influence• Builds people• Drives results• Teams reach the next level

• Key philosophies/ideology • John Maxwell “21 Irrefutable Laws of Leadership”• Stephen Covey “Speed of Trust”


“Everything rises and falls on leadership” -John Maxwell


• Please use the Leadership Reflection Tool Form

• Rate yourself on each section

• Request your leader to provide input

• Discuss any gaps

• Create an action plan to address gaps

Leadership Development Activity

Building capability25© 2017 Bloodhart Consulting

Leadership Ability = Person’s Level of Effectiveness

Law of the Lid

The higher the leadership, the greater the effectiveness

The lower an individual’s ability to lead, the lower the lid on his potential

Leadership ability = Lid that determines person’s level of effectiveness


Law of Influence

Influence LeadingFollowing

True measure of leadership…Influence


Management myth• Leading Managing• Leaders can enable positive change, managers cannot

Entrepreneur myth• Buy what is being sold, not necessarily following

Knowledge myth• Knowledge Power Leadership

Pioneer myth• Forward thinking but also has people intentionally

following vision

Position myth• The leader…the position

5 Myths


• Leadership Develops Daily, Not in a Day

• Spend your life building your leadership worth

• Leadership is complicated

• Many facets: Respect Discipline People SkillsExperience Vision Emotional StrengthMomentum Timing Energy

• Build each day on the previous day’s progress

Law of Process

Leaders are learners


4 Phases of Leadership Growth

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Ineffective EffectiveU

naw

are

Aw

are

I Grow and Know It Starts to Show

I Know WhatI Don’t Know

I Simply Go Because ofWhat I Know

I Don’t Know WhatI Don’t Know


• Planning is critical • Leaders navigate for

followers• Leaders see the way ahead• Being well prepared

• Conveys confidence and trust to the people.

Law of Navigation

Leaders chart the course


• Predetermine a Course of Action• Lay Out your Goals• Adjust your Priorities• Notify Key Personnel

• Allow Time for Acceptance• Head into Action• Expect Problems• Always Point to the Successes• Daily Review your Plan

Charting the Course

Plan ahead


1. Character – Who they are2. Relationships – Who they know3. Knowledge – What they know4. Intuition- What they feel5. Experience – Where they’ve been6. Past success – What they’ve done7. Ability – What they can do

“Real” Leaders

Real leaders speak, people listen


Law of Solid Ground• Leaders must exemplify:

• Competence• Connection• Character

• No shortcuts• Ability mistakes occasionally will be forgiven• Character mistakes lead to mistrust• Character communicates consistency and respect. • Earn respect

• Making sound decisions• Admitting mistakes• What’s best for the organization and followers vs personal

agendas

Trust is the foundation


Servant Leadership Definition

“Men and women who bring their purposes, passion, and character, and when combined with their skills and abilities for leadership, bring out the best in people, helping a business develop and implement a sustainable process for success.”

Bill FlintThe Journey to Competitive Advantage Through Servant Leadership


Leadership Responsibility

Set & Communicate Expectations

Provide Feedback

Coach and Develop

Reward and Recognize

Hold People Accountable for Results

Listening and communicating: crucial


Coaching

• One-on-one interaction

• Use your skills to improve your employee’s skill

• Enabled by:

Trust Respect


• Establish credibility

• Build the relationship

Building Trust

Continuous process


The Speed of Trust

“Every interaction with every person is a ‘moment of trust’”-Stephen M.R. Covey

Talk StraightDemonstrate RespectCreate TransparencyRight WrongsShow LoyaltyDeliver ResultsGet Better

Confront RealityClarify ExpectationsPractice AccountabilityListen FirstKeep CommitmentsExtend Trust

What do these behaviors mean to you?


Servant + Leader = Explosive Leadership Development Growth

“Everything rises and falls on leadership”John Maxwell



Activity

• Each group will be assigned one of the behaviors• In your group, you will have 3 minutes to brainstorm

at least 3 traits that support the assigned behavior• Report out

Participation is key


• Be honest • Tell the truth• Let people know where you stand• Use simple language• Call things what they are• Demonstrate integrity• Don’t manipulate people or distort facts • Don’t spin the truth• Don’t leave false impressions

Behavior #1: Talk Straight

Truthfulness

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Spin


• Genuinely care for others• Show you care • Respect the dignity of every person and every role • Treat everyone with respect, especially those who

can’t do anything for you • Show kindness in the little things • Don’t fake caring• Don’t attempt to be efficient with people

Behavior #2: Demonstrate Respect

Treat others as they want to be treated


• Tell the truth in a way people can verify• Get real and genuine • Be open and authentic • Err on the side of disclosure• Operate on the premise of “What you see is what

you get.” • Don’t have hidden agendas • Don’t hide information

Behavior #3: Create Transparency

Authentic


• Make things right when you’re wrong • Apologize quickly• Make restitution where possible• Practice “service recoveries” • Demonstrate personal humility• Don’t cover up things• Don’t let pride get in the way of doing the right

thing

Behavior #4: Right Wrongs

Apologize

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Apologizingdoesn’t always mean

that you are wrong and the other person is right. It just means that you value your relationship

more than your ego. -Unknown


• Give credit freely • Acknowledge the contributions of others • Speak about people as if they were present • Represent others who aren’t there to speak for

themselves • Don’t bad-mouth others behind their backs• Don’t disclose others’ private information

Behavior #5: Show Loyalty

Confidential, recognition and representation


• Establish a track record of results • Get the right things done• Accomplish what you're hired to do • Be on time and within budget • Don’t overpromise and under

deliver • Don’t make excuses for not

delivering

Behavior #6: Deliver Results

Make things happen


• Continuously improve • Increase your capabilities • Be a constant learner • Develop feedback systems – both formal and

informal • Act on the feedback you receive • Thank people for feedback • Don’t consider yourself above feedback • Don’t assume today’s knowledge and skills will be

sufficient for tomorrow’s challenges

Behavior #7: Get Better

Do not be complacent


• Address the tough stuff directly • Acknowledge the unsaid • Lead out courageously in conversation • Remove the “sword from their hands” • Don’t skirt the real issues • Don’t bury your head in the sand

Behavior #8: Confront Reality

Dare greatly


• Disclose and reveal expectations • Discuss them • Validate them • Renegotiate them if needed and possible • Don’t violate expectations • Don’t assume that expectations are clear or

shared

Behavior #9: Clarify Expectations

Establish standards


• Hold yourself accountable • Hold others accountable • Take responsibility for results • Be clear on how you’ll communicate how you're

doing and how others are doing • Don’t avoid or shirk responsibility • Don’t blame others or point fingers when things

go wrong

Behavior #10: Practice Accountability

Be accountable


• Listen before you speak • Understand • Diagnose • Listen with your ears, our eyes

and heart • Find out what the most

important behaviors are to the people you’re working with

• Don’t assume you know what matters most to others

• Don’t presume you have all the answers or all the questions

Behavior #11: Listen First

Seek and utilize input from others


• Say what you’re going to do, then do what you say you're going to do

• Make commitments carefully and keep them • Make keeping commitments the symbol of your

honor • Don’t break confidences • Don’t attempt to “PR” your way out of a

commitment you’ve broken

Behavior #12: Keep Commitments

Actions not intentions


• Demonstrate the propensity to trust • Extend trust abundantly to those who have earned your trust• Extend conditionally to those who are earning your trust • Appropriately extend trust to others based on the situation,

risk, credibility, character and competence of the people involved

• Don’t withhold trust because there is risk involved

Behavior #13: Extend Trust

“Trust begets trust.” Mahatma Gandhi


• Personal challenge• Identify two relationships in which you want (need) to

build trust

• Review the behaviors again• Which 2 or 3 would make the greatest difference

• Create an action plan to create change

Activity: Creating an Action Plan

Change begins with you


In Summary

• Speak first

• Need the influence of the real leader to execute

• Influence only the other positional leaders

• Speak later

• Need only their own influence to execute

• Influence everyone in the room

Positional Leaders Leaders


• Need to be needed• Focus on weaknesses• Develop the bottom 20%• Treat their people the same• Hoard power• Spend time with others• Grow by addition• Impact only people they touch

In Summary (Cont.)

• Want to be succeeded• Focus on strengths• Develop the top 20%• Treat their leads as

individuals for fairness impact

• Give power away• Invest time in others• Grow by multiplication• Impact people far beyond

who they touch

Leaders who develop followers

Leaders who develop leaders

It’s up to you


• Personnel determine the potential of the organization

• Relationships determine the morale of the organization

• Structure determines the size of the organization

• Vision determines the direction of the organization

• Leadership determines the success of the organization

Building your Organization

People, people, people


Executive Director needs to push people out of their comfort zone to get desired results

• Making a compelling “business case” or mission case

• Providing support

Key Tools, Approaches & Frameworks

Out of the comfort zone


• Make success measurable

• Goals are SMAART

• Specific

• Measurable

• Aggressive yet Achievable

• Relevant

• Time bound

Key Tools, Approaches & Frameworks (cont.)

SMAART


Powerful Statements

Sincerity is key

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• I have total confidence in you.

• This is what I want us to accomplish...

• What can we do better next time?

• I want to play to your strengths.

• What is your opinion?

• How can I better support you?

• Let me know if you have any questions.


Questions

Opportunity to explore and learn


• Alison J. BloodhartPrincipal, Bloodhart [email protected]

• George W. Guy IIIExecutive Director/CEO Fort Wayne Housing [email protected]

• David A. Northern, Sr.Executive Director/CEO Lake County Housing [email protected]

Thank you

Observations, feedback and ideas welcome


mailto:[email protected]



high performer: raising the bar by reaching new … · • 20+ years focused on employee experience...

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