Engagement Is Infectious! What Is Your Role?

1. Engagement Is Infectious!What Is Your Role? Minnesota Council For Quality Leadership & Engagement Conference November 11, 2011

2. Introductions & Ice Breakers • Name/Organization • What do you hope to get out of today? • Answer the question your hand lands on when you catch the beach ball

3. Infectious Engagement Facilitators Michelle Bonahoom President, VisionOne Rita Webster CLO, WiseLeader

4. Understand engagement and its results Discover what impacts engagement Discover how to understand and improve your own engagement Discover how to understand and improve the engagement of others Discuss how to impact your organizational results and customer loyalty through higher engagement Make engagement infectious around you! Today’s Key Objectives

5. What is Engagement? “The extent to which employees thrive at work, are committed to their employer, and are motivated to do their best” • Positive emotional attachment to their organization • Committed to high performance • Intrinsic desire to do their best

6. Engagement Is Driven By Our Needs Maslow’s Hierarchy of Basic Human Needs Transcendence Whole Person Holistic To Leave A Legacy Psychological Mind To Learn Cognitive & Aesthetic Social/ Emotional Heart To Love Physical Body To Live

7. Engagement Results in Differentiated Behaviors What Key Behaviors Does Engagement Produce? • Authenticity • Objectivity • Empathetic Understanding • Problems Solving • Innovation • Continuous Improvement • Confidence • Creativity • Empowerment • Resiliency • Results Orientation • Servant Leadership

8. Engagement Levels The Engagement Gap • Actively Engaged • Best Employers – 78% • Differentiated Results • Over 80% Productive • Moderately Engaged • US Average 63% • Global Average 56% • Average Results High Performing Indifferent 45%-65% > 65% Low Performing • Highly Disengaged • Destructive Results • Organizational Death • Moderately Disengaged • Below Average Results • Less than 50% Productive 30%- 44% < 30% Destructive AON Hewitt 2010 Global Study

9. Levels of Engagement Engagement Significantly Impacts Performance • 21% Higher Market-To-Book Ratio • 22% Higher Earnings Per Share • 12% Higher Customer Advocacy • 99% Higher Sales Growth • 18% Higher Productivity • 16% Higher Profitability • 60% Higher Quality • 49% Lower Turnover • 37% Lower Absenteeism • 49% Less Accidents • Ratio of Engaged/Disengaged 9.57: 1 versus 1.83: 1 High Performance Low Performance > 65% 30%- 44% 2009 Gallup Study Denison Culture Survey Results • “In good times, employee engagement is the difference between being good an being great. In bad times, it’s the difference between surviving and not.. “ • James K. Harter , Gallup‘s Chief Scientist

10. Engagement Trends 2009-2010 Engagement Statistics • Top concerns for CEOs: Effective and Consistent Strategic Execution • Only 21% of employees are Actively Engaged • 38% of employees are Partially Disengaged • 8%-16% of employees are Actively Disengaged • Overall U.S. Engagement decreased from 66% to 62% in 2010 • Confidence in Leadership decreased from 66% to 54% in 2010 • 2010 showed largest decline in engagement in 15 Years 2010 Conference Board Study 2010 Towers Perrin Global Engagement Study AON Hewitt 2010 Global Engagement Study What does this mean?

11. What Impacts Engagement? It is more than just feeling good about where you work! • Commitment • How much I want to be here. • My desire to go above and beyond my job description. • My desire to stay here when conditions change • Engagement Drivers • What is important to me for survival. What work environment is important. • What is important to me from my leaders. • What most drives my desire to strive for improving results. • Satisfaction • How much I affiliate with the values of the organization. • How much I like things here. • What I say to others about my organization.

12. Satisfaction What do I say to others? Indifferent

13. CommitmentWhat will it take for me to stay here?

14. Top 10 Engagement Drivers • What Drives My Desire To Strive For Better Results? Environment & Structure Leadership & Management

15. Top 3 Global Engagement Drivers in 2010 • What Drives My Desire To Strive For Better Results? “The top 3 Engagement Drivers for 2010 in North America are Career Opportunities, Managing Performance, and Company Reputation.” AON Hewitt 2010 Global Engagement Survey Environment & Structure Leadership & Management

16. Engagement Is Driven By Our Needs Maslow’s Hierarchy of Basic Human Needs Feeling Valued & Involved; Clarity & Alignment Transcendence Quality Leadership; Two-Way Communication; Training & Development Cognitive & Aesthetic Cooperation; Harmonious Work Environment; Wellbeing Fairness; Health & Safety

17. Engagement Drivers Vary Multiple Company Comparison

18. Engagement Drivers Vary Multiple Employee Groups

19. Engagement Drivers Vary Multiple Departments

20. Engagement Is Two Way Engagement Must Be Aligned! Employee Engagement Employer Engagement The Eight Habit, Stephen Covey

21. Engagement Is Two Way Engagement Must Be Aligned To Maturity! Organizational Learning Systematic Approach Reacting to Problems Alignment Integration Control Benchmark Elaborate Red Tape Integration Autonomy Strategic Leadership Established Prime Leadership Alignment Lost Vitality Growth Lost Stability Adolescent Divorce Systematic Approach Entrepreneur Founder/Family Trap Go Go Reacting to Problems DEATH Execution Excellence Infant Mortality Infant

22. Engagement Is Two Way Engagement Must Be Aligned To Client Value Proposition, Culture, and Leadership Structure! External Weak Matrix (Charismatic) Strong Matrix (Standard Setting) Mission/ Competence Adaptability/ Cultivation Lock-In Product Leadership Market Share Goal Achievement Profitability Innovation Transformation Agility Flexible Stable Efficiency Timeliness Consistency Commitment Communication Development Customer Solutions Low Total Cost Involvement/ Collaborative Consistency/ Control Internal Balanced Matrix (Participative) Hierarchy (Directive)

23. Understanding & Improving Engagment How Do I Make Positive Impact? It Starts with You!

25. For The Love Of It Group Discussion What was the most impactful idea, thought, or message that will help you increase your own personal engagement?

26. Understanding & Improving Engagment How do I engage the people around me? • Build Awareness • Listen • Measure • Communicate • Improve

27. Understanding & Improving Engagement Engagement Case Study Case for Change • Entrepreneur to Growth • Low Employee Morale • Communication Issues • Lack of Accountability • Invested in lots of training and evelopment in the past

28. Engagement Case Study - Commitment

29. Case Study - Satisfaction

30. Case Study – Top Engagement Driver Training & Development

31. Case Study – Engagement Strengths Wellbeing

32. Case Study – Engagement Weaknesses Communication

33. What do you see?How would you improve this organizations engagement? Case Study - Discussion Top Engagement Focuses To Improve Results

34. Top Engagement Focuses To Improve Results Case Study - Results • Owner Succession Plan • Established a Strategic Plan • Ambassador Teams • Continuous Improvement Teams • Monthly All Company Meetings • Coaching For SLT • Focus on Critical Departments

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36. Infectious Engagement Cafe • Facilitator • Listen • Collect Thoughts • Look for Wisdom • Learn • Apply

37. Infectious Engagement Café – Round 1 How can you be more engaged at work?

38. Infectious Engagement Café – Round 2 What can you do to betterengage your team within your organization?

39. Infectious Engagement Café – Round 3 How can you be instrumental in having an overall positive impact with engagement in your organization?

40. Infectious Engagement Café Group Discussion • What key insights came from your groups discussions? • What key ways can you individually Positively impact your personal, team and organizational engagement?

41. Engagement Is Infectious! What Is Your Role? Be Intentional About Your Own Engagement!

42. Any Questions? ? ? ? Rita Webster WiseLeader rita@wiseleader.net Michelle Bonahoom VisionOne Coaching & Consulting mbonahoom@visiononecoach.com