WELCOME Leader as Manager

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WELCOMELeader as Manager
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WHO REALLY GETS WORK DONE?
A prominent CEO was asked How many people work
in your company? Answer? About half of them.
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SESSION OVERVIEW

• Overview
• Managing and Leading
• Management Myths
• The Engaged Workforce
• Employee Engagement
• An Engagement Strategy
• Keeping the Good Ones
• Case Discussion
• Summary and Reflection

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MANAGING AND LEADING
Leader Manager
Characteristics of a leader Characteristics of a manager
As a leader, my roles are As a manager, my roles are

• Form into four groups.
• Designate a recorder for each chart.
• In 5 minutes, capture as many responses as
  possible related to the topic.
• Rotate clockwise as directed.
• Review and add to the responses on the next
  chart.
• Rotate until complete.
• Recorder provide a ONE minute summary of key
  results.

CHART WALK and TALK
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LEADER OR MANAGER
Leadership Characteristics Management Characteristics 
 Strategic- and people-oriented focus  Tactical and organizational focus
 Set organizational direction and goals  Plan and coordinate activities
Motivation and inspiration of people  Administer and maintain systems
 Establish principles  Formulate policies
 Build a team and develop talent  Allocate/support of human resources
 Develop new opportunities  Solve logistical problems
 Promoting innovation and invention  Ensure compliance to standards and procedures
 Empower and mentor people Instruct and direct people
 Risk engagement, instigate change  Manage and contain risk
 Long-term, high-level perspective   Short-term, detailed perspective
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MANAGEMENT MYTHSPETER DRUCKER
Prevailing Myths Emerging Reality
Management is Business Management. The first practical application of management theory linked to nonprofits and government. First use of the term management principles connected to the reorganization of the US Army in 1901. Reality Management links to every enterprise, large and small.
There is or there must be one right organization. The search to optimize organizational structure to facilitate the optimization of leading and managing said organizations represents fools gold. Reality There is no one structural design that can be applied across all industries or even throughout any given industry.
There is one right way to manage people. McGregors book (The Human Side of Enterprise, 1960) started a trend of authors purporting one notion or the other that sought to simplify the formula for managing. Reality Different groups need to be managed differently and singular groups need to be managed differently at different times - circumstance matters.
The inside of the organization is managements domain. Literature and theorists tend to limit management to broadly valued categories like planning, organizing, and staffing - as if these functions were exclusive to the inside of any organization. Reality Management is connected to achieving results linked to strategy and vision. Management needs to focus attention outside the organization and well beyond the boundaries of here and now.
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THE ONE THING
Great managers excel turning one persons talent
into performance. ____________ Great leaders
rally people to a better future and may have a
vivid image of what that future should be.
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KEY DIFFERENCE BETWEEN CHECKERS AND CHESS
The key difference between checkers and chess is
that in checkers the pieces all move in the same
way, whereas in chess all the pieces move
differently. Thus, if you want to excel at the
game of chess you have to learn how each piece
moves then incorporate these unique moves into
your overall plan of attack. Marcus Buckingham
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THE ENGAGED WORKPLACE
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THE ENGAGED WORKPLACE
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12, THE ELEMENTS OF GREAT MANAGING

1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to
   do my work right?
3. Do I have the opportunity to do what I do best
   every day?
4. In the last 7 days, have I received recognition
   or praise for doing good work?
5. Does my supervisor, or someone at work, seem to
   care about me as a person?
6. Is there someone at work who encourages my
   development?
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me
   feel my job is important?
9. Are my coworkers committed to doing quality
   work?
10. Do I have a best friend at work?
11. In the last 6 months, has someone at work talked
    to me about my progress?
12. This last year, have I had opportunities at work
    to learn and grow?

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TAKE Q12 AND ASSESS RESULTS
Gallups Q12 YES NO Y N
Do I know what is expected of me at work?
Do I have the materials and equipment I need to do my work right?
Do I have the opportunity to do what I do best every day?
In the last 7 days, have I received recognition or praise for doing good work?
Does my supervisor, or someone at work, seem to care about me as a person?
Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
Does the mission/purpose of my company make me feel my job is important?
9. Are my coworkers committed to doing quality work?
10. Do I have a best friend at work?
In the last 6 months, has someone at work talked to me about my progress?
This last year, have I had opportunities at work to learn and grow?
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Q12 HIERARCHY
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ASSESSING RESULTS

• Discuss the results as a team to understand the
  issues.
• Identify concrete actions the team can take to
  address the priority issues.
• Identify issues that need to be rolled up to the
  next level in the organization for
  action.
• Follow-up on the planned actions to ensure that
  they are implemented.

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REVIEW AND DISCUSS YOUR Q12 RESULTS

• What is your overall reaction to the survey
  itself?
• Do your responses vary much from those who may
  work for you?
• What actionable information does this survey
  reveal to you?

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THE IMPACT OF AN ENGAGED WORKFORCE

• 50 higher levels of employee retention.
• Levels of customer loyalty 56 higher than
  average.
• Reported 38 above the average productivity
  ratings.
• Returned 27 higher profitability than
  organizations where employees were not highly
  engaged.

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ENGAGEMENT CATEGORIES

• Engaged employees work with passion and feel a
  profound connection to their company. They drive
  innovation and move the organization forward.
• Not Engaged employees are essentially checked
  out. They are sleepwalking through their
  workday, putting time but not energy or passion
  into their work.
• Actively Disengaged employees are not just
  unhappy at work they are busy acting out their
  unhappiness. Every day, these workers undermine
  what their engaged coworkers accomplish.

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ENGAGEMENT TRENDS
E NE AE Managers, executives, and
officials 36 51 13 Professional workers
physicians 34 57 9 Professional workers
nurses 33 52 15 Professional workers
teachers 31 56 13 Professional workers
other categories except physicians, nurses, and
teachers 30 55 15 Clerical or office
workers 30 51 19 Construction or mining
workers 30 52 18 Government
worker 29 53 18 Sales workers 29 51 20
Installation or repair workers 29 51 20 Ser
vice workers 29 50 22 Transportation
workers 25 47 28 Manufacturing or
production workers 24 50 26
EEngaged, NENot Engaged, AE Actively
Disengaged Gallup Meta Analysis Summary Report,
2012
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GLOBAL DRIVERS RIGHT MANAGEMENT

• I am committed to my organizations core values
• Our customers think highly of our products and
  services
• My opinions count
• I have a clear understanding of what is expected
  of me at work
• I understand how I can contribute to meeting the
  needs of our customers
• I have been fairly rewarded
• Senior leaders value employees
• Everyone is treated with respect at work,
  regardless of who they are
• I can concentrate on my job when I am at my work
  area
• My personal work objectives are linked to my work
  areas business plan
• I clearly understand my organizations mission
• Senior leaders have the capability to make my
  organization successful
• I am encouraged to take ownership of my work
• My organization is involved in supporting the
  community
• There are career opportunities for me at my
  organization
• You can balance work and personal interests at my
  organization and still progress
• My organization allows me to maintain a
  reasonable balance between my family and work
  life
• The amount of pressure I experience in my role is
  reasonable
• There is sufficient incentive to perform well at
  my organization

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GLOBAL ENGAGEMENT RESULTS

• Australia 36
• Brazil 38
• China 29
• Germany 30
• India 45
• Japan 11
• UK 34
• USA 44

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BOTTOM LINE

• Employee engagement matters!
• Leaders AND managers are closely linked to
  creating and sustaining the level of employee
  engagement in an organization.
• Employee Engagement is a measurable phenomenon.
• There are many factors that relate to employee
  engagement.
• While no single factor may make or break an
  organization, or even a team, the degree to which
  leaders and managers need to be mindful and work
  to meet the needs related to them.

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POSSIBLE ACTIONS CONNECTED TO Q12
Gallups Q12 Actions
Do I know what is expected of me at work? Ask questions, communicate, feedback.
Do I have the materials and equipment I need to do my work right? Verify, visit, ask in connection with major assignments.
Do I have the opportunity to do what I do best every day? Strengths-based conversations What do you like best/least about your work?
In the last 7 days, have I received recognition or praise for doing good work? Develop a sense for the kind of recognition most appreciated. One style does not fit all.
Does my supervisor, or someone at work, seem to care about me as a person? Get to know your colleagues, what makes them tick.
Is there someone at work who encourages my development? Pay attention to development wants and needs.
7. At work, do my opinions seem to count? Listen, value, and acknowledge input.
Does the mission/purpose of my company make me feel my job is important? Communicate value and purpose frequently.
Are my coworkers committed to doing quality work? Stand back, climb up on the balcony, get a sense for who is doing what and why it matters.
10. Do I have a best friend at work? Know your team, what they like, who they value.
In the last 6 months, has someone at work talked to me about my progress? Planned and unplanned positive encounters.
This last year, have I had opportunities at work to learn and grow? Have a professional development plan in place.
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WHAT WE WANT FROM A MANAGER!

• Accountability uphold obligations
• Alignment pull in the same direction
• Approachability info flows freely
• Attitude positive, real
• Candor tell it like it is
• Connection leader cares
• Meritocracy performance counts
• Purpose we KNOW why work matters

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KEEPING THE GOOD ONES

• Key Points
• Offer YOURSELF as a person.
• Offer your TIME with regular Take 10 check-ins.
• Offer your APPRECIATION.

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ENGAGE IN A STRENGTHS DIALOGUE

• Tell me a time when you were at your best?
• What do you enjoy most about your role at work?
• What ways do you play to your strengths at work?

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CASE DISCUSSION

• 60 minutes to review
• Diagnose the situation.
• Overall impressions of report.
• Claim major concerns.
• Identify key strategies/actions.
• Make recommendations.
• Brief your results.

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TEAM RESPONSES TO Q12 SURVEY
Gallups Q12 YES NO E
Do I know what is expected of me at work? 8 2 80
Do I have the materials and equipment I need to do my work right? 6 4 60
Do I have the opportunity to do what I do best every day? 5 5 50
In the last 7 days, have I received recognition or praise for doing good work? 2 8 20
Does my supervisor, or someone at work, seem to care about me as a person? 9 1 90
Is there someone at work who encourages my development? 9 1 90
7. At work, do my opinions seem to count? 7 3 70
Does the mission/purpose of my company make me feel my job is important? 10 0 100
9. Are my coworkers committed to doing quality work? 10 0 100
10. Do I have a best friend at work? 4 6 40
In the last 6 months, has someone at work talked to me about my progress? 1 9 10
This last year, have I had opportunities at work to learn and grow? 10 0 100
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BUILD ENGAGEMENT ONE STAGE AT A TIME
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SUMMARY
Think of engagement as the level of octane in
your gas tank the car may run on all grades,
and because it runs we tend not to notice the
difference between one level of fuel or the other
until something in the engine gets gummed up,
and then it may be too late. In many cases, you
may not need to survey employee engagement to
know it is a problem, but the survey does offer
insights to root causes and that can pave the way
for action.
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WRITING AND REFLECTION