linda dulye iabc 2012 heritage conference presentation

7/31/2019 Linda Dulye IABC 2012 Heritage Conference Presentation

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IABC 2012 Heritage Region ConferenceOct. 15, 2012

How Engaged are Your Managers? Hard Metrics andReal Practices to Get Them in the Game Linda Dulye, president/founder, Dulye & Co.



© Dulye & Co. 2012 2

Dulye & Co. Spectator-Free Workplace ™

Employee Engagement

2-Way Communications

Pulse Check Measurement™

Leadership Development

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Post-Conference Resources at Dulye.com

Case studiesArticlesResearchPodcastsPollsTool kits

Available when you want them at dulye.com



© Dulye & Co. 2012 4

What Fuels a HIGH IMPACT Workplace?

Engagement



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Engagement = No Spectators

Poor Good Great

An informed and involved workforce that

drives excellence and makes an impact.

Continuous improvement focus! Better today than yesterday, Better tomorrow

than today. Everyone contributes.



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What We’ll Discuss Today

State of Engagement

Game Plan for Engaging ManagersKeeping Managers in the Game

Real practices

Hard metrics

Case study supported


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State of Engagement: Today’s Workplace

“63% of US workersare not fully engaged intheir work.” – 2012 Towers Watson study

Why? What’s causing the disconnect?



Root Cause

Apartvs.A part

Renter or Owner – of your organization… Which delivers maximum impact?



Hard Metrics for Managers: Poll Question

Do I make time to be with myemployees?

A. I spend at least 30 mins/day tocheck in with them.B. I spend 30 mins/week to check in

with them. C. I didn’t spend any time this week.



Dulye & Co. Research: Reality Check

73%

18%

0% 25% 50% 75% 100%

Manager responses

Employee responses

Manager spends at least 30 mins/day with

employees

BigDisconnect



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Connector

in Chief

Starting Now! A New Role for Your Managers



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Biggest Challenge for Every Manager

Ensure employees

are engaged andproductive.“What’s Keeping Leaders Up at Night “ 2012/2011 study: #1 Response



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You Agree: Dulye & Co. 2013 Workplace Trend Poll

Top challenges on your professional radar screen for 2013



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Task Responsibilities

Know the big picture Be informed/stay informed about theorganization’s strategic plan, goals andperformance.

Interpret and translateoperational/

organizationalrequirements

Help team members understand strategy,goals, and performance expectations.

Provide context for change anddecisions.

Facilitate dialogue Through 2-way communicationtechniques, surface and listen to differentviews and voices.

Give direct feedback Respond to and act on feedback. Follow-up and follow through!

Stay the course Be accountable/stay accountable.

Connector in Chief Role: Key Communicator



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Do I get out in my employees’work areas?

A. Yes. I take a daily walk aroundwork areas.

B. I try to do it at least once a

week. C. I’m too busy.



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Connection

Game Plan

Manager as Connector in Chief



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4R Model for Effective Communication & Connections



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4R: Relay

Relay: the channel of choice toconnect with others.

Direct.Purpose-driven.Interactive.



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Direct Connections Deliver Big Dividends

For every

1% gain in an executive’s time spentwith at least

one (company) insider,productivity advances

2.14% .— 2011 Harvard Business School research, What Do CEOs Do?

Over 100% return on investment!



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Discussion: How Do Managers Connect?



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WHAT HOW WHO WHEN WHY

STAFFMEETING

Face-to-face,

Conference

room

Directreports

Weekly Statusprograms,

Share

information

?

Exercise: Manager Relay Plan

Great discussion tool with managers.



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Reassess Relay Selection

Driven by purpose, not routine.

What Do I Want to Achieve?

• Increase team knowledgeabout…

• Get team members to shareinformation about….

• Make a decision about…

Purpose

• Greater understanding

• Better teamwork• Better moraleOutcomes



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Dial Up Direct Presence

Greater presence increases the impact potential.

Face toFace

Voiceto

Voice

Email

Other

lk h lk



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Increase Interactivity: Talk With Vs. Talk At

Cycle

OUTGOING

(cascademessages)

INCOMING(feedback)

bl h l h h



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Establish a Relay Rhythm

Consistency Matters

• Avoid stop / starts• Establish formal

schedules• Have a back-up plan

• Empower others

4 l



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4R: Relate

Relate: make messages clear,focused and meaningful forothers.

WIIFM (What’s In It for Me) Factor.

E i H D Y F l M K l d ?



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Exercise: How Do You Fuel Manager Knowledge?

What can you do to increase your management team’sknowledge? The better informed they are,

the better informed employees can be.

Topic ResourceCompany/Organization

Department

Other Departments/Divisions

Customers

Competitors

Industry

Bl d d A h Eff i M



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WE

Blended Approach to Effective Messages

ME

CONTENT + CONTEXT(Company supplied) (Manager supplied)

4 N il Y M

M M d l P i i i P li P k



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Content: Prioritize information(the KEY message)

+Context: Personalize with 2-3proof points/examples

+Connection: Package bytying goals

Change fromreporting the

factsTO

telling a story

4. Nail Your MessageMessage Model: Prioritize, Personalize, Package

Purposeful and meaningful. No fluff!

E i Gi M i t M



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Exercise: Give Meaning to Messages

Content I had the opportunity toparticipate in the IABC 2012Heritage Region Conferenceearlier this week.

Context

Connection

4R R i



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4R: Receive

Receive: tune in to othersthrough listening and directfeedback.

Be a sponge.

R h Wh t Li t i g Skill M tt M t?



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Research: What Listening Skill Matters Most?

47%

34%

16%

3%

0% 50% 100%

Someone who follows up withquestions

Someone who doesn'tinterrupt

Someone who maintains eyecontact

Other

Questions demonstrate interest.

Dulye & Co./ Fox Poll May 2012

H d M t i f M g P ll Q ti



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Do I ask questions that getemployees to talk with me?

A. Yes. I spend more than half of thetime listening.

B. I ask questions, but people aren’tquite so open.

C. I tend to do most of the talking.

Practice Inquiry: Be a Sponge



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What can you learn from AND about others?

Practice Inquiry: Be a SpongeOpen-Ended Questions Invite unfiltered feedback

beyond “yes” or “no” Open the door to learning

(“What’s one thing we cando to improve…”)

Closed-Ended QuestionsDeliver brief, specific answers

Wrap up a discussion (“Canwe move on ?”) or quicklycalibrate (“ Do you agree ?”)

4R: Respond



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4R: Respond

Respond: cement the

connection by acknowledging andapplying feedback.

Say. Do.Lead with action.

Response Triggers



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Response Triggers

Say = WordsDo = Actions

Both send messages. But not equally.

Actions Speak Louder Than Words



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V ISUAL (DO!) 50%(How you follow-through/actions)

VOCAL (Say) 40% (How you sound/tone)

VERBAL (Say) 10%

(What you say/words)Source: International Association of Business Communicators

3V Impact

Actions Speak Louder Than Words

Progression of judgment .



Case Study: Remember that Rolls Royce Story



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Case Study: Remember that Rolls Royce Story

Walk the Talk ScoreboardManager Accountability W

e e k 1

W e e k

3 W e e k

5 W e e k

6

Mary Barron

Tom Miller

Marion Spencer

Michael Phillips

Chris Arielini

Chip Copeland

John Bulson

Catherine Potter

Lester Nakasian

Aaron Steiger

Red = Incomplete Yellow = Late complete Green = Complete

Serious consequences for no accountability: Trust and credibility evaporate/ Morale sinks.

Case Study: Measured Interactivity



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Case Study: Measured Interactivity

Outgoing vs. Incoming

300% reduction in talk at! 300 % increase in listening!




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Do I learn from what I hear and

use it on the job?A. Yes. The feedback helps me gain

more insight into our people and our company.B. Occasionally some information is

shared that is helpful to me in thecompany.

C. This is a waste of time.

Case Study: Measured Impact



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Case Study: Measured Impact

Findah-haseveryday

Goal 1

Talk

Walk

Learn

Apply

Goal 2

Goal 3

Case Study: Demonstrate Impact



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Case Study: Demonstrate Impact

Metric Means Results

OperationalExcellence

Error reductionidea exchange(intra team)

Increased costsavings

ProgramExcellence

Member pollCross-teamtiger team

(inter team)

Increasedmembership

Use simple scorecards to show the value of manager and team engagement.

Make Engagement an Operational Staple



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Make Engagement an Operational Staple

Manager discussion at every operational performance review.

Team Engagement

Metrics

Operations

ScorecardInteractivityKnowledge

InnovationTeamworkMorale

Next Steps



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Summary: Expectations for Connections Growing!!!

The average collegestudent contacts his/her parents:

2 times a day / 7 days a week

Changes in communication technology have upped the ante for manager engagement.

Summary: Build Some Momentum



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Summary: Build Some Momentum

Share what you’ve learned

Identify a partner to pilotGet hard dataSet a few goals

Activate a game planTrack and expand

Renters? Owners? Change the investment level of your management team to maximize impact.

Hard Metrics for Pilot: Poll Question



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Hard Metrics for Pilot: Poll Question

Assess after 3 months.

Am I getting better as a leader?Are we getting better as a team?

A. Yes. Silos are coming down. People aresharing more information and working together better as a team.

B. It’s still a struggle, but occasionally there aresome successes.C. Nothing has changed.

Spectator-Free Workplace



Spectator Free Workplace

The contents of the presentation are consideredproprietary to Dulye & Co.

Any reproduction or disclosure requires the consent of Dulye & Co.For more information, please contact Liz Smithers,

Executive Assistant, at 327-733-1144,[email protected].

linda dulye iabc 2012 heritage conference presentation

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