THE ENGAGING LEADER – PART ONE

1. THE ENGAGING LEADER – PART ONE Tim Reynolds, MLHR Director, Walter Center for Strategic Leadership April 2014

2. “It’s Like A Brastemp!”

3. Personal Introduction • Academic – Ohio University & Ohio State • Work Experience – Twenty-Five Years in Human Resources, Talent and Organizational Development • Companies Worked For - Whirlpool, Abbott Labs, Marathon Oil & Johns-Mansville. • Passionate About – Leadership, Talent and Snowboarding

4. Session Objectives: • To understand the impact leadership has on employee alignment and engagement. • To consider some concepts and tools for having an intentional leadership conversation. • To practice building a collective intelligence through leadership.

5. What leadership conversations are you having in your organization? What business results are these conversations delivering?

6. Employee Engagement • Does not mean employee happiness. • Doesn’t mean employee satisfaction. • Is the emotional commitment: • To Your Work • To Your Company • To Give Your Discretionary Effort

7. Engagement Research • Towers Watson 2012 Global Workforce Study — 32,000 employees across 30 countries — makes the most powerful, bottom line case to date! • In 50 global companies, Towers Watson found: • Low Engagement = Avg. Margin < 10% • High Engagement = Avg. Margin > 14% • Highest “Sustainable Engagement” had average one-year operating margin of 27% • “Sustainable Engagement” is a focus on physical, emotional and social well-being.

8. Major Factors That Impact Engagement • Being Part of a Winning Organization. • Working for Admired Leaders. • Having Positive Working Relationships. • Doing Meaningful Work. • Gaining Recognition and Appreciation. • Living a Balanced Life. • Source: The Banff Centre

9. What People Say Are The Characteristics of The Most Admired Leaders: • Honest • Forward Looking • Competent • Inspiring

10. What Changes Are Impacting Your Ability To Lead? • Economic • Organizational • Global • Generational • Technological • Organizations have become flat, fast and adaptive to deal with change.

11. What Does That Mean For Leaders? • According to Dr. Boris Groysberg, leaders must engage employees through “Organizational Conversation.” • Leaders can create mental or emotional proximity. • Dr. Boris Groysberg, Professor of Business Administration, Harvard University

12. Proximity • The state, quality, sense, or fact of being near or next; closeness. • Physical proximity is becoming a challenge for leaders and employees • Mental or emotional proximity appear to be the leadership opportunity

13. The Role Of Trust • How do you personally extend trust to others? • How do you know if they trust you?

14. Intimacy: Engaging Individuals • Being Real • Gaining Trust • Listening Well • Getting Personal

15. Building Engagement Through Trust • Source: Gap International

16. Interactivity: Engaging Through New Opportunities • Promoting Dialogue • Using Social Technology • How Do You Message People?

17. Inclusion: Engaging Others In The Content Expanding Employees’ Roles: • Brand Ambassadors • Thought Leaders • Storytellers

18. Seven Engaging Conversations • Conversation for being related – relevance to another. • Conversation for possibility – standing for a future of possibility. • Conversation for opportunity – tactical language for achieving a possibility. • Conversation for action – specific who, what, when. • Conversation for breakdown – dealing with resistance. • Conversation for acknowledgement – genuine expression of appreciation. • Conversation for completeness –being whole.

19. Is your organization’s strategy being implemented? • How are you intentionally conversing strategy into results?

20. Intentionality: Engaging The Organization • Crafting the Agenda • Taking a Stand for Possibility • Building Alignment

21. Shaping Engaging Conversations • What is the conversation and for whom? • Create the Context (Possible questions to consider): • What is the context you want to create from this conversation? • What is your Stand for yourself? For them? • What is the experience or result you want to cause? • Are you thinking from “Something is Possible”? • What is Their World? What is Your World? In other words, think through the concerns, issues, challenges and worries of your audiences. How will you bridge their world with your conversation? • What is the intention you have for the conversation? • What are the specific outcomes you are committed to producing? • How do you wish to close your conversation?

22. Going Forward • Conversation Occurs in Every Organization. • As a Leader, how will you engage? Engaging Leadership Is Your Conversation!

24. Leaders Need A Place To Practice!

25. The Electric Maze • Developed by Dr. Richard Kimball, Action Learning Associates, Inc. • Designed for experiential team learning in a complex simulation • Used for both group and individual development • Designed around the 3 Ts: Training, Teambuilding and Testing

26. Simulation Structure • Overview 10 Min • Strategy Session 7 Min • Activity 12 Min • Strategy Session 5 Min • Activity 12 Min • Debrief 15 Min

27. Rules • Strategy Sessions (2) and Team Crossing Sessions (2) • One Person at a Time on the Maze • Full Team Rotation – all members must take a turn crossing the Maze • One Square at a time – No Jumping • Must Enter from the Front – No entry from the sides • No Touching the Maze when someone is on it • No use of paper, coins, etc. to highlight the trail • No Talking once the scenario begins. • Missteps Cost 1 dollar. You have $100 per team. • All Members Must cross the Maze successfully – if not, the whole team goes back • Written Material only in the Strategy Session

28. Debrief Questions • What Interesting things did you notice during the Maze? • What are the parallels to Leadership? Teaming? Work? • What was your major learning from the Maze?

29. Leadership Learning • Team Learning hinges on “Alignment” and “Shared Mental Models” • Clear Vision and Mission are critical for “Alignment” • Trust = Speed • Team learning is having a “collective intelligence” that enables organizational learning • Complex communications can break down • Learning occurs after decisions, a consequence and some reflection • Fear of blame can waste time when facing uncertainty As Leaders, we must recognize the patterns that create success.

30. THE ENGAGING LEADER II – BUILDING HIGH PERFORMING TEAMS Tammy Reynolds, MLHR April 2014

31. A little about me… • Grew up in Pittsburgh, Pennsylvania • Have two awesome sons and a husband Tim (who you met earlier) • Have a big lovable dog • Worked in industry for 20+ years, most recently with Whirlpool Corporation • Joined Ohio University August 2012 • Love the outdoors – skiing, biking, hiking, kayaking

32. Sources used for this presentation

33. The Good, the Bad, and the Ugly Discuss at your table: • Think about your best team experience – sports, school, social organization, work place? • What made it great? • Now think of the worst team • Why was it so bad?

34. What Is a Team? • Groups whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills.

35. Tuckman’s Stages of Team Development

36. Team Dynamics • Groupthink - when a group exerts extensive pressure on an individual to align his or her opinion with that of others. • Social loafing- the tendency for individuals to expend less effort when working collectively than when working individually.

38. Groupthink http://www.youtube.com/watch?v=mWoFQAqeZnQ

39. Mini Case Instructions: 1. Take a few minutes to read the case individually and answer the 3 questions 2. Discuss at your table 10 minutes and try to reach agreement on the 3 questions 3. Prepare your response and elect a spokesperson for the group 4. Review as a large group

40. Invulnerability

41. Lack of Trust • What are some examples of lack of trust on teams that you have experienced?

42. Building Teams that Trust

43. Steven Covey - Trust

44. Emotional Bank AccountSteven Covey Group Exercise • At your tables, discuss deposits and withdrawals that you might make into the emotional bank account of someone you love • Next, discuss deposits and withdrawals that you might make with fellow teammates at work

45. Emotional Bank AccountSteven Covey

46. Other ways to build trust on teams • Share styles, strengths and personality differences • Get to know each other outside of work

47. Teams that trust… • Admit weaknesses • Ask for help • Accept questions and input regarding their areas of responsibility • Appreciate and tap into one another’s skills and experiences • Offer and accept apologies

48. The Five Dysfunctions of a Team by Patrick Lencioni Artificial Harmony

49. Fear of Conflict • Conflict- perceived incompatible differences that result opposition. • Traditional view of conflict - the view that all conflict is bad and must be avoided.

50. Functional Conflict • Conflicts that support a group’s goals and improve its performance. • Task conflict - conflicts over content and goals of the work. • Process conflict - conflict over how work gets done.