Knowledge. Performance. Impact.

ENGAGING FROM THE TOP:

A LEADER’S ROLE IN ENGAGEMENT

#EmployeeEngagement

& @gpcorp

June 12, 2014

(800) 263-6317 or (805) 690-5753

Tweeting? Please use this tag:

#EmployeeEngagement & @gpcorp

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(800) 263-6317 or (805) 690-5753

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ABOUT THE PRESENTER

Christopher RiceHead of BlessingWhite, A Division of GP

Strategies

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Strong correlation with

business performance

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“We no longer worry about calculating ROI for this. We simply accept the premise that an engaged workforce is essential for the success of the company.”

- Pat Hasbrook, SVP HR, Experian

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• Strong correlation with

business performance

• Greater leverage as

organizations adopt more

fluid, ambiguous

reporting structures

• Part of a larger societal

trend

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THE EXECUTIVE’S CHALLENGE

Drive the direction and

engagement of a large

team without the benefit

of a direct one-on-one

reporting relationship

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WHERE DO WE START?

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• Start with an actionable,

practical definition

• Senior leader commitment

• Clear accountabilities at the

Individual, Manager, and

Executive levels

• Use the survey to support, not

drive, your engagement efforts

HOLISTIC VIEW

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WWW.BLESSINGWHITE.COM/RESEARCH

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INDIVIDUALS…

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AN INDIVIDUALIZED EQUATION

JKL LJ

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INDIVIDUALS, MANAGERS, EXECUTIVES

HOW INSPIRING IS THE COMMUNICATION OF YOUR

SENIOR LEADERS AT YOUR COMPANY RIGHT

NOW?

A. Very effective

B. Somewhat effective

C. Not too effective

D. Not at all effective

E. Unsure

Check one only

HOW INSPIRING IS YOUR COMMUNICATION?

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Executive Middle/Front Line

Very effective 47% 8%

Somewhat effective 46% 18%

Not too effective 5% 35%

Not at all effective 1% 34%

Unsure 1% 5%

Communicating for

commitmentvs.

compliance

To inspire others to willingly

take action to effect change

Source: Joanne Martin and Melanie Powers, Credibility.

A.Story Only

B.Statistics

C.Statistics and

Story

D.Policy

Statement

Which was the most convincing evidence for MBA students?

Which was the most convincing evidence for MBA students?

Source: Joanne Martin and Melanie Powers, Credibility.

A.Story Only

B.Statistics

C.Statistics and

Story

D.Policy

Statement

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WHAT ARE LEADERS GOOD AT?

Source: BlessingWhite

Competence

Business Aptitude

Internal Attunement

Clarity

Responsibility

Connection

Trustworthiness

External Attunement

Depth

Empathy

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WHAT ARE LEADERS GOOD AT?

Business Aptitude

Responsibility

Clarity

Internal Attunement

Trustworthiness

Empathy

External Attunement

Depth

High

Low

BUSINESS

COMPETENCE

PERSONAL

CONNECTION

Source: BlessingWhite

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WHAT REALLY MATTERS?

(6) Empathy

(5) Trustworthiness

(1) Business Aptitude

(8) Depth

(7) External Attunement

(3) Clarity

(2) Responsibility

(4) Internal Attunement

PERSONAL

CONNECTION

Source: BlessingWhite

High

Low

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LEADERS YOU’VE FOLLOWED

• Think of a leader that you willingly

followed

• Think about one specific behavior you

observed that made you want to follow

Image Source: Wikipedia.com

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AUTHENTIC, INSPIRING LEADER

“One who inspires others to commit fully to a cause through words and actions that are entirely consistent with our internal experience of who that leader is.”

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CONNECTING WITH OTHERS

Understand

MIND

See

IMAGINATION

Feel

HEART

Data/Statistics

Authority

Case Study

Imagery

Metaphor

Story

Personal Experience

Values

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THE EXECUTIVE BRAIN?

Balanced Mindshare Actual Mindshare

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DO WHAT I SAY…

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DO ONE THING – EXPECT ANOTHER

Sure, engagement is important, but

don’t let it get in the way of

delivering results.

So what were

those survey

action lists

about?

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MODEL THE BEHAVIOR

• Builds executive

commitment

• Provides

guidance to the

managers

• Builds trust

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ENGAGEMENT BY ORGANIZATIONAL LEVEL

N=2526

North American Data

2013

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A DEAD BATTERY…

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TRUST IS UP

2012:

57% trust senior leaders

vs. 52% in 2010

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TRUST IS UP, BUT MANAGERS ARE STILL AHEAD

2013:

57% trust senior leaders

vs. 52% in 2010

2013:

74% trust their managers

vs. 72% in 2010

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One of the most

important things

to those around

you is knowing

who you are.

THE IMPORTANCE OF BEING KNOWN

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ALIGN, ALIGN, ALIGN

Take every

opportunity to

keep people

focused and

aligned on

the end goal.

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“I am no different than the average

employee. If I had an understanding of what

the organization needed, why the

organization was doing what it was doing,

and how my role and actions fit in, then I was

super engaged.”- David Norton, former Group Chairman, Global

Pharmaceuticals, Johnson & Johnson

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NOT AN EITHER/OR

Satisfaction and

contribution are mutually

reinforcing.

People are more engaged

when they are clear on

direction, goals, and

required outcomes.

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CONCLUSION

• Executives must articulate the actual impact

engagement will have on the business.

• Connect personally to engagement. Are they

engaged themselves? What fuels their fire?

• Bring this personal passion into their

communication efforts to build trust and inspire

others to higher levels of engagement and

performance.

• Develop stronger connection skills and

communication skills.

• Align, align, align.

Inspiration & Commitment,

Not Information & Compliance

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WHOSE JOB IS IT?

Dimension Accountability

Ultimately accountable for their own engagement. Only they

know what truly motivates them on the job. They need to

ACT. (Assess motivators; Communicate with manager; Take

action)

Are accountable to create an environment where

engagement can thrive. They need to CARE about

engagement. (Coach around career, development, and engagement; Align

interests and priorities; Recognize and be Engaged themselves)

Leaders have to play all three roles. They need to be

engaged. They need to CARE about their team’s

engagement, and they need to make their CASE for

engagement. (build a sense of Community; be Authentic in what they say and do;

help employees find Significance in their work; Excite followers to

exceptional performance)

© 2014 GP Strategies Corporation. All rights reserved. GP Strategies, GP Strategies and logo design, BlessingWhite, Rovsing Dynamics, Asentus, Information Horizons, PMC, Sandy, Bath Consultancy Group,

Academy of Training, Martonhouse, Via Training, Beneast Training, Ultra, RWD, Communication Consulting, Option Six, Milsom, Clutterbuck Associates, PerformTech, Future Perfect, Smallpeice Enterprises,

Prospero Learning Solutions, Lorien Engineering Solutions, GPiLEARN, GPCALCS, GPSteam, EtaPRO, and VirtualPlant are trademarks or registered trademarks of GP Strategies Corporation in the U.S. and

other countries. All other trademarks are trademarks or registered trademarks of their respective owners.

Proprietary to GP Strategies Corporation

gpstrategies.com

Christopher RiceHead of BlessingWhite,

A Division of GP Strategies

Email: crice@gpstrategies.com

Phone 908.431.2148

www.blessingwhite.com

For More Info / To Register / To Access Archive:

Search “Webinars” or “On Demand” at TrainingIndustry.com

• Jun 17: Aligning Training & Development to the Revenue Engine

• Jun 24: Should HR Care About Big Data?

• Jun 26: Overcoming the Hurdles of Online Training

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On behalf of TrainingIndustry.com, thanks to:

Today’s Speakers: Christopher Rice

Today’s Sponsor: GP Strategies

All of you for attending!

Questions or Comments? Please contact Amanda Longo:

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Knowledge. Performance. Impact.