The Engaging Leader: Building High-Performing Teams

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

2. “It’s Like A Brastemp!”

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

4. The Engaging Leader Objectives: • To understand the impact leadershipcan have on employee engagement. • To consider concepts and toolsleaders can apply. • To practice building engagement through alignment, conversation and teaming.

5. The Work Of Leaders

6. Start Up Questions • Are You Currently Leading Others? • Direct Reports • Through Influence • What Challenges Are You Facing As A Leader?

7. What Is Employee Engagement? • Not employee happiness. • Not employee satisfaction. • The emotional commitment: • To Your Work • To Your Company • To Give Your Discretionary Effort

8. Does Employee Engagement Matter? • 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%

9. What Factors 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

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

11. What Changes Are Impacting Our Ability to Engage Employees? • Economic • Organizational • Global • Generational • Technological • Organizations have become flat, fast and adaptive to deal with change.

12. 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

13. 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

14. Emotional Proximity Is FirstBuilt Through Trust • As a leader, how do you build trust? • As a leader, how do you know people trust you?

15. The Engaging Leader Afternoon Sessions • The Electric Maze Team Engagement Simulation. • The Engaging Leader Toolbox • High Performance Teaming • Conversation • Alignment

17. 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

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

19. 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

20. Debrief Questions Large Group: What Interesting things did you notice during the Maze? At your tables: What specific lessons will you take back and apply to your team. How will you do that?

21. Engaging Leadership Lessons • Clear Vision and strategies are critical for “Alignment” • Good leaders know when to be good followers • Taking a step backwards is painful but often necessary • Trust = Speed • Team learning is having a “collective intelligence” that enables organizational learning • Keep it simple • Learning occurs when we take risks and learn from our failures and successes • Fear of blame can waste time when facing uncertainty • Fun and celebration creates learning and engagement

22. Teams that engage in healthy conflict… • Have lively interesting meetings • Put critical topics on the table for discussion • Tackle issues “head on” • Solve real problems quickly • Minimize politics

23. The Engaging Leader:Building High Performing Teams Tammy Reynolds, MSILR

24. 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

25. Sources used for this presentation

26. 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?

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

28. Invulnerability

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

30. Building Teams that Trust

31. Steven Covey - Trust

32. 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

33. Emotional Bank AccountSteven Covey

34. 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

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

36. Groupthink • When a group exerts extensive pressure on an individual to align his or her opinion with that of others. • You Tube

37. Fear of Conflict • Traditional view of conflict - the view that all conflict is bad and must be avoided.

38. Functional Conflict • Conflicts that support a group’s goals and improve its performance.

39. Dysfunctional Conflict • Dysfunctional conflicts - conflicts that prevent a group from achieving its goals(typically interpersonal)

40. Relationship Between Level of Conflict and Level of Performance

41. Programmed Conflict • Devil’s advocacy • process of assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing • Dialectic method • process of having two people or groups play opposing roles in a debate in order to better understand a proposal

42. Teams that engage in healthy conflict… • Have lively interesting meetings • Put critical topics on the table for discussion • Tackle issues “head on” • Solve real problems quickly • Minimize politics

43. The Five Dysfunctions of a Team by Patrick Lencioni Ambiguity

44. Lack of Team Commitment What does lack of commitment look like: • “Fuzzy” goals, no clear direction • Revisit discussions and decisions over and over again • Encourages second guessing

45. Social loafing- the tendency for individuals to expend less effort when working collectively than when working individually.

46. A team that commits… • Creates clarity around priorities • Moves forward without hesitation • Aligns the team members around common objectives

47. The Five Dysfunctions of a Team by Patrick Lencioni Low Standards

48. Avoidance of Accountability • Encourages mediocrity • Misses deadlines and key deliverables

49. Teams that hold each other accountable • Ensure poor performers feel pressure to improve • Identify potential problems quickly by questioning one another’s approaches

50. The Five Dysfunctions of a Team by Patrick Lencioni Status & Ego