CASE STUDIES OF EMPLOYEE ENGAGEMENT
Gary Johnson, Monarch Risk Managements
Joe Caracci, Monarch Risk Management
CASE STUDIES OF EMPLOYEE ENGAGEMENT STRATEGIES FOCUSED ON IMPROVING THE SKILL LEVEL OF SUPERVISORY STAFF RELATING TO FRONT LINE EMPLOYEES
IN THE FOLLOWING THREE AREAS:
INTERPERSONAL SKILLSPROBLEM SOLVING
EDUCATING/TEACHING
SUPERVISORY STAFF EFFECTIVELY LEADING IS A CRITICAL COMPONENT FOR EFFECTIVE SAFETY MANAGEMENT,
IMPROVED STAFF RETENTION AND OTHER ORGANIZATIONAL OBJECTIVES
OBJECTIVES
RECOGNIZE THE CAPACITY TO LEAD IS PRESENT IN YOUR CURRENT SUPERVISORS
UNDERSTAND HOW TO UTILIZE THE RESOURCES OF FRONT LINE STAFF
RECOGNIZE HOW BY LISTENING AND GUIDING, AN EFFECTIVE PLAN WILL EMERGE
THAT CAN THEN BE EXECUTED ANDEFFECTUATE IMPROVEMENT
Understand the mechanics and benefits of social scaffolding
Recognize how social scaffolding was used to
create leadership training for front line staff
Recognize the ancillary benefits of a highly
engaged workforce
WHAT DOES IT TAKE TO BE A LEADER?
• Partnered with Sun Valley in 2017.
• The Leadership Development Program encourages an opportunity to learn skillsthat can help leaders grow personally andprofessionally.
• By helping increase employeeengagement, developing talent ultimately benefits everyone in the community.
WHAT PROBLEM DOES THIS SOLVE?
• Most organizations promote or
place managers into positions
where the management task is
clear, the leadership task is
cloudy
• Many companies
struggle with leaders who have
been promoted from
frontline staff into supervisory
positions. These folks
tend not to have had a lot of
formal training.
• Sun Valley is providing a
scaffold for folks to grow and
change
HOW DID WE START?
• Monarch staff interviewed all employees (or as many as we possibly could).
• Participation was optional.
• We started with an appreciative inquiry.
BEST BOSS
“Think about the best boss or supervisor
you have ever had in any job, what
specific behavior did they do that made them come to your mind?”
ANNOUNCEMENT
“Thank you for the great work
that you do each day at Sun
Valley Lodge. We would like to
invite you to help us continue
to improve. One of the key
areas that is very important to
us is employee engagement.
We want to make sure that
you can be at your best as
often as possible at Sun Valley
Lodge so we can pass that on
by delivering excellent care to
our residents.”
WHEN THE WHY BECOMES STRONG, THE HOW BECOMES POSSIBLE
“Sun Valley Lodge is partnering
with Monarch Risk
Management to explore if
there are ways we can
improve our ability to care for
each other. On Monday, we
will invite you to join a small
group meetings where we
want to hear your opinion on
the following question. Please
be thinking about what you
might want to contribute, we
are anxious to get your wisdom
to help us improve.”
ACTUAL SAMPLE OF STAFF WORDS
• 1. Makes you feel accountable and cares for you at the same time.
• 2. Not threatening
• 3. Not a micro Manager
• 4. Makes me feel cared for, personally and professionally.
• 5. Treats people equally and with respect
• 6. “She was a good listener, supportive at work and understanding of my family needs”
• 7. “She was a real mentor for me, and understood personal issues impacting my work.”
• 8. “She had my back, taught me a lot and gave positive feedback on my performance.”
• 9. Easy to communicate with, open door policy and she followed up on issues that I presented.
• 10. Trusting that I could do my work and coach me in a professional, matter of fact manner that felt supportive.
REVIEWED RESULTS, AND ASKED THE MANAGERS FOR THEIR “TAKEAWAY” IN
GROUPS OF 2-
• “We give employees room to grow”
• “We provide a nurturing environment”
• “We are all one”
• “We know each other personally”
• “Employees trust us when we suggest new corrective behaviors”
• “We empower employees to do more”
• “We challenge them to do more”
• “Treat someone like you want to be treated”
• “Lead by example”
• Employees are seen as whole people.
• “Feel like employees can approach managers with issues because managers care”
• “We provide room to grow professionally”
• “Welcome from Day One”
• “We utilize staff input to affect change”
• “Our employees feel cared for personally and professionally”
Four Keys to Turning a Difficult Conversation
to a Learning Conversation
•Perception
• Intent
•Feelings
•Blame
LEARNING CIRCLES
Why are some teams more
successful than others?
LEARNING CIRCLES
Rules for Leading Circles
Everyone sits in a circle
One person is the facilitator
The facilitator poses the question or issue and asks for a volunteer
The facilitator gives guidance for a time frame for participants (i.e. 30
seconds each)
No cross talk
One may choose to pass, the facilitator goes back to those who passed and allows each one the
opportunity to respond.
Open general discussion on the topic
FEEDBACK FROM LEADERS
Feedback from Monarch visit to Sun
Valley Lodge 12/18/2017
“Enlightening”
“Helpful”
“Hopeful”
“Encouraging”
“Enlightening”
“Beneficial”
“Valuable”
“Encouraging”
“Informative”
WHAT IS THE LEARNING PROCESS LIKE?
• The learning process is a
work in progress — as
innovative as the
concept of the program
itself.
• It is built on “social
scaffolding” — having
people learn from each
other and discover their
own truths, which leads
to heartfelt change
HOW IS THIS DIFFERENT FROM A TYPICAL LEARNING
ENVIRONMENT?
• Itʼs a process that isnʼt
linear in the sense that thereʼs a curriculum.
• Itʼs more driven by the
group, where they
identify where they want to grow and whatʼs
important to them
SOCIAL SCAFFOLDING
• Social scaffolding is not
traditional learning.
• Itʼs not about being fed
information.
• Itʼs often about drawing
on experience.
• For example, instead of just
learning the mechanics of
listening, participants might be
asked to think back to a time
when they felt heard. “How
would you be a leader who
people felt listened
to them?”
•Leader
•Team
•Individual
Act
•Leader
•Team
•Individual
Narrate•Leader
•Team
•Individual
Reflect
•Leader
•Team
•Individual
Share
Collective Narratives
Continuous Cycle
Starting Place
• Intentional Listening
• Learning Circles
• Appreciative Inquiry
Next…
• Decision Making
• Facilitation
• Difficult Conversations
And then…
• Engaging and Rewarding
• Leading Up, Down and Across
Finishing with…
• Discipline, Feedback
• Public Speaking
• Projects
MONTESSORI APPROACHAND
SOCIAL SCAFFOLDING
MONTESSORI INSPIRED LIFESTYLE® PLEDGE I WILL:
WORK TO CREATE A PLACE WHERE I WOULD WANT TO LIVEREMEMBER THAT I AM A GUEST IN THE HOME OF MY RESIDENTS
TREAT EVERYONE I MEET WITH RESPECT, DIGNITY, AND EQUALITY
REMEMBER THAT I MUST EARN THE TRUST OF OTHERS, AND THAT THEY MUST LEARN TO TRUST ME
APPLY THE MONTESSORI PRINCIPLES IN EVERYTHING THAT I DOTREAT EVERYONE I MEET THE WAY I WISH TO BE TREATED
CROSS WALK
FROM MONTESSORI
TO SOCIAL SCAFFOLDING
SOCIAL SCAFFOLDING INSPIRED:
HELP ARCHITECT A PLACE WHERE OTHERS WOULD WANT TO WORK
REMEMBER THAT I AM A SERVANT LEADER AND A FACILITATOR
TREAT EVERYONE I MEET WITH RESPECT, DIGNITY, AND EQUALITY
REMEMBER THAT I MUST EARN THE TRUST OF OTHERS, AND THAT THEY MUST LEARN TO TRUST ME
APPLY THE MONTESSORI PRINCIPLES IN EVERYTHING THAT I DO
TREAT EVERYONE I MEET THE WAY THEY WISH TO BE TREATED
TRANSFORMATION OF THE PERFORMANCE MANAGEMENT
SYSTEM
Copyright © 2015 Gallup, Inc. All rights reserved.
WHAT THEY HAVE IN COMMON
• These six trendsetters have one thing in common: They’re all switching their focus from dictating what employees should do at work to helping develop their skills as individuals.
• As it stands, companies spend a significant amount of time on evaluation but comparatively little on development.
• Yet it remains that human capital is every business’s greatest resource.
• The future of performance management will include more feedback and place a greater emphasis on development. And as employees become even better at their jobs, it’s a win-win for everyone.
TRANSFORMING PERFORMANCE MANAGEMENT SYSTEMS
“Can you remember a time when you felt energized
and excited to have your performance review? If
so, what made you feel like that? If not, what would
you change so that you would come away feeling
energized, inspired and appreciated?”
BIG PICTURE
Prospective Focus on Expectations,
Goals and Growth
(Comfortable, Easy, Conversational)
Retrospective Focus on Evaluation and
Ratings
(Painful, empty, can feel meaningless)
Words from a Coach in Nursing
Initially, I made it bigger that it needed to
be because I was anxious. I was trying to
be perfect. I learned that it really can be
energizing and light. I now find myself
looking forward to spending the 15-20
mins with the people I am guiding, it is
very rewarding for me and I find I get
energy from this instead of it being
another task.
1. Eliminate the number system2. Process is grueling on either side of the table3. Ready to throw up after4. Don’t feel energized5. Feel like I am giving blood6. More frequent check-ins are more energized7. Positive or good things from the start8. Let them know bad things when they happen9. “How do you feel you are doing in your job?”10.Supervisor should gather info first11.Not in the office- to crowded12.Informal meeting
Sample Comments
What Might an Engaged
Relationship Look Like During a
Performance Review?
• A healthy and loving experience for
supervisors and staff.
• Actively seek solutions to challenges
together
• Belief that the quality of life for all staff
has a direct impact on other business
objectives
• Defined elements that should happen
on every coaching session
I am Curious
I Wonder
Tell Me More
How Did You Feel
What Do You Think
Base Encounter on Encouragement and
Appreciation
EMERGING LEADER PROGRAM
HOW DOES THIS HELP?
• Just participating in this
raises their level of
engagement.
• Their opinion counts
• Theyʼre learning
and growing, and theyʼre
getting the tools they
need
to do their job.
WHAT IS THE OUTCOME?
“We are giving people the
opportunity to grow and develop
and increase their skill sets —
people we feel are going to
make great leaders in the future.
We want to keep them engaged
and motivated and contributing
to the community as well as
getting something out of it
themselves. Our hope is that we
can awake a vision that helps
them go out and achieve more
than they might have otherwise,
and we are giving them the tools
and support to do that,”
words from a CEO.
LEADING US TO….
“Then in the future we will
have leaders who
understand our culture, our
mission
and our history and who
are in the best position to
maintain that and sustain
the business model going
forward.”
EMERGING LEADERS PROJECTS
• 8 Project Teams
• Each Gets 15 Minutes to Presentation
• 4 Projects in November and 4 Projects in
December
• You Must Utilize The Following Leadership Skills
Learned To Date
• Intentional Listening
• Learning Circle
• Appreciative Inquiry
LEADERSHIP BUILDING BLOCKSTO BE USED IN YOUR PROJECT
Intentional Listening
Learning Circle
Appreciative Inquiry
EXTRA CREDIT!!!!!
Intentional Listening
Learning Circle
Appreciative Inquiry
(Extra Credit) Learning Conversation
PROJECT ELEMENTS
• 15 Minutes to Present and Each Member Should Speak
• Determine Your Project Approach and Scope
• Determine How To Incorporate the Three Essential
Leadership Skills
• Determine Completion Criteria
• Create Your Plan and Get Approved By Bryan and Gary
• Work In Your Group July – October
• Presentations November and December
Example: What is a good way for leaders to show daily appreciation?
Project Approach
• We will be discovering effective ways for leaders to show daily appreciation.
Project Scope
• Our plan will focus on the areas of maintenance and grounds.
Using Three Skills
• We will practice intentionally listening by interviewing at least 5 front line
workers in the maintenance and grounds department.
• We will conduct 2 learning circles with at least 4 staff members in each
circle.
• We will create 1 appreciative inquiry about daily appreciation and get
feedback from the staff
Completion Criteria
• We will identify at least three different ways that effective leaders can show
daily appreciation to those who report to them.
Personality Lingo
Emergency Management
Infection Control
Motivating and Inspiring
Communication between Shifts
Communication App
Cooperative Housing
GROUP MEMBER FEEDBACK
Through the emerging leader’s class, I have been greatly impacted and invested in both personally and
professionally. Before attending emerging leaders “‘don’t look at me,
I just work here’”
Being part of the emerging leaders program has been a great
experience for me. The highlight of the program thus far has been the
time spent on difficult conversations. I am a person that
does not like confrontation or conflict.
The highlight for me was “learning circle”. I have learned how to hold
a group meeting. I have learned how to keep order and bring
everyone to say something in a meeting. This has been helpful. I am
surprised to learn things that I thought I knew.
First I was like why am I here I have been told I would not be a leader. After the third meeting I was feeling more at home with this class and showing people I
can be a leader.