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Engaging People: Engaging for Results

Nepal Administrative Staff College. Engaging People: Engaging for Results. Day 3-I. Basanta Raj Sigdel Shailaja Upadhyaya. Forethought. “People may doubt about what you SAY but they will believe what you DO and they will practice what you make them FEEL” - Lewis Cass and Ken Wright.

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Engaging People: Engaging for Results

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  1. Nepal Administrative Staff College Engaging People: Engaging for Results Day 3-I Basanta Raj Sigdel ShailajaUpadhyaya

  2. Forethought • “People may doubt about what you SAY but they will believe what you DO and they will practice what you make them FEEL” - Lewis Cass and Ken Wright

  3. Let’s reflect on few situations

  4. Situation #1 • You are assigned to prepare a proposal for cabinet by your supervisor. You need to consult him/her in some issues. You tried an appointment but notified that he is in urgent meeting with Secretary. Waiting for half an hour you decided to intervene because of urgency. While entering into the room, you noticed that wider tea-discussion is going on about cabinet expansion and potential minister to your ministry.

  5. Situation #2 • With an advent of ICT, your workplace is equipped with internet facility. As a supervisor, while roaming around, you find that an employee spend one hour on an average browsing online news portals, social media, stock-market updates etc. at his/her workstation.

  6. Situation #3 • You assigned your subordinate a job of preparing a summary of macroeconomic indicators as supplement of making presentation at international conference. Because of busy schedule, you forgot to remind him. Few hours before conference begin, as you asked for the same, he answered with a gentle smile and expressed sorry for forgetting the assignment.

  7. Situation #4 • You are spending extra hours to your work to complete assignments on time without claiming overtime allowance etc. You know that your sincere efforts have significantly contributed overall performance of your organization. Your supervisor acknowledged your efforts in general staff meeting and awarded as “Best Employee of the Month !”

  8. Situation #5 • Over two decades of an average service period, you have consistently noticed that your physical workstation is very poor as compared to a living room of your own home in terms of cleanliness, sanitation, decoration etc. where you spend eight hours a day- significant productive time of life with exposure to thousands of people over the years.

  9. Workforce constitute…

  10. Engaged Employees • Employees work with passion and feel profound connection to their organization. They drive innovation and move the organization forward.

  11. Not-engaged employees • Not-engage employees are essentially ‘checked out’. They are sleep walking through their workday, putting time- but not energy and passion- into their work

  12. Actively disengaged employees • Actively disengaged employees aren’t just unhappy at work; they are busy acting out their unhappiness. Every day, these unhappy workers undermines what their engaged coworkers accomplish.

  13. Data says… (Gallup Survey, 2016) • Only 13% of the world's one billion full-time workers are engaged at work. The engagement ratio in South Asia scores11%. Think of our workplace…

  14. Engagement and Productivity • Per-person productivity = Talent x (Relationship + Right Expectation + Recognition/Reward)

  15. Engagement= Discipline+ Motivators EXPLOITATION Over Controlled and Under Appreciated FOCUSED ENGAGEMENT Passionate Business ‘Owners’ High Performance Disciplines AIMLESSNESS Apathetic and Demoralized ALL CARE AND NO RESPONSIBILITY Keen but Unfocused Low Low High Personal Motivators

  16. Why we are talking about engagement? • Poor performance • Eroding public trust (dissatisfied service recipients) • Constant absenteeism • Poor organization • Interruption in idea generation • Ineffective collaboration

  17. Why we are talking about engagement? • Little or no initiative • Poor communication • Lack of clarity on responsibilities

  18. Engagement and Performance Outcomes • Customer ratings (trust of service recipients) • Profitability (value for money) • Productivity • Turnover (for high-turnover and low-turnover organizations) • Safety incidents (quality of work-environment) • Shrinkage (theft) • Absenteeism • Patient safety incidents (quality of health) • Quality (defects)

  19. It’s leadership that matters • Disengagement is the result of poor leadership

  20. Engaging for Results

  21. LEAD the Engagement !!! • Leadership • Enablement • Alignment • Development

  22. Nepal Administrative Staff College Engaging People: Knowing your people Day 3-II Advanced Course on Management and Development

  23. Please Stand in the word clauses that apply to you • I have been in civil service for more than two decades. • My educational background is not management. • I have a birthday this month. • I love to work with autonomy. • I lost a family member this year. • I know more than 3 languages. • I think the structured environment destroys a person creativity. • I ate what I cooked today. • I love engaging myself in sports. • I saw a four wheeler vehicle only after the age of 10.

  24. Knowing your people • Keeping an open mind. • Respecting their individual differences and Strengths • Knowing and understanding the reason behind the status of engagement.

  25. Employee profiling • Work on the individual employee profiling sheets provided to you . • Work in groups to generate common learning.

  26. Knowing your people • What was easy to recall about your team members? • What was difficult to recall about your team members? • How did you get those information? • Why did you remember these three people of all?

  27. Importance of Knowing people • They do not turn on us. • We understand their grievances. • We can divide works more effectively. • We can motivate them to work. What does research Say?

  28. Walking around

  29. How do we know our people? • Speak the common Language Sabina Nawaz 2017, HBR • Talk Naturally During DowntimesCatherineDecker, Outsell • Manage By walking AroundLisa Whealon, GL group, Inc.  • Ask about their Socials Laurie Shakur, Gracenote • Make sure to listenTodd Richardson, Emplify • Approaches require varietyAmbrosiaVertesi, Duo Security 

  30. Nepal Administrative Staff College Engaging People: Drivers of Engagement Day 3-III Advanced Course on Management and Development

  31. A Leader is a Learner of • People • Situation • Possibilities …and DEALER of HOPE !

  32. Leadership is a Service ! • Leadership as service • Every leader has customers • When people value your leadership practices, they in effect buy your leadership

  33. Leadership as blue ocean* • What the leader does- NOT who leaders need to be • Leaders need to match with market reality • Leadership across all levels- management, middle and the frontline levels *W.Chan Kim & Renee Mouborgne (2014)

  34. Step for leadership development

  35. Leadership canvas • Refer to the exercise sheets

  36. Leadership Grid • Eliminate • What act and activities do leaders invest their time and intelligence in that should be eliminated • Reduce • What act and activities do leaders invest their time and intelligence that should be reduced well below their current level?

  37. Leadership Grid • Raise • What act and activities do leaders invest their tie and intelligence in that should be raised well above their current level? • Create • What act and activities do leaders invest their time and intelligence that they currently don’t undertake?

  38. Example

  39. Drivers of Engagement (Boston Consulting Group) Shared Vision, Values and Pride Recognition and Appreciation Empowerment Supportive Environment Pathways for personal Growth

  40. Shared leadership

  41. Drivers of Engagement • Perceptions of job importance – Job Design • Clarity of job expectations  • Regular feedback and dialogue with superiors • Career advancement / improvement opportunities

  42. Drivers of Engagement • Quality of working relationships with peers, superiors, and subordinates • Perceptions of the ethos and values of the organization • Effective internal communications

  43. Levels of leadership (John Maxwell)

  44. We seek departure… • Who you are to what you do • What you do to what you deliver • What you deliver to what you create • What you know to how you practice • Who you are to who you want to be…

  45. Closing thoughts • Leadership is not a title. It’s a behavior. Live it. • Robin Sharma • “Leadership Effectiveness is neither an ability nor talent. It is a habit, a practice, a self-discipline that must be learned.” - Peter Drucker

  46. Thank You

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