Dale Carnegie Training Global Leadership Study USA - 2016

Dale Carnegie Training

Global Leadership Study

USA - 2016

Objectives

• Impact of leadership characteristics on motivation across cultures

• Identify priorities and importance

• Inform global leaders

• First cross-cultural study to compare Dale Carnegie principles

The Research Objectives

2

More than 3,300 full-time employees over the age of 21…USA: 515

Methodology and Respondent Demographics

N = 3329

USA 515 Canada 155

Brazil 256 Mexico 155

France 205 Germany 255

UK 255 India 205

Indonesia 205 Japan 205

Taiwan 205 Singapore 253

S. Korea 255 China 205

3

27%

31%

24%

13%

5%

USA (Age in Years)

22-30

31-40

41-50

51-60

61+

38%

62%

USA (Gender)

Male

Female

14%

34%35%

17%

USA (Education Level)

High School or less

Some college

4 year collegedegree

Post-graduatedegree

58%31%

9%

2%USA (Respondent Role)

Employee with NoDirect Reports

Manager

Director or SeniorLeader

CEO, President orOwner

36%

22%

13%

12%

17%

USA (Company Size)

1-99

100-499

500-999

1000-4999

5000+

4

Job Satisfaction

17%

44%

20%

16%

4%

GlobalSatisfaction in current job

Very Satisfied

Somewhat Satisfied

Neither Satisfied norDissatisfied

Somewhat Dissatisfied

Very Dissatisfied

24%

48%

11%

14%

3%

USASatisfaction with current job

Very Satisfied

Somewhat Satisfied

Neither Satisfied or Dissatisfied


Very Dissatisfied

5

Intent to Stay

22%

34%

29%

16%

GlobalCurrent plans for employment

I intend to stay in my currentjob for the long term

I will probably stay with mycurrent job for the next 2-5years

I intend to look for a new jobwithin the next year

I am looking for a new jobnow

23%

36%

26%

15%

USACurrent plans for employment

I intend to stay in my current jobfor the long term

I will probably stay with mycurrent job for the next 2-5yearsI intend to look for a new jobwithin the next year

I am looking for a new job now

A Motivational Trade-Off

Selection between Interpersonal-Oriented vs. Task-Oriented Leadership Attributes

Understanding the Gaps

Comparative Importance and Performance of Supervisors of Effective Leadership Behaviors

Being True to Themselves and Others

Evaluation of Supervisor Internal and External Reliability

The Leadership Pay-Off

The Dependent Variables: Respondents’ Job Satisfaction and Employment Plans

What We Asked About

6

Immediate supervisors have a significant impact on job satisfaction

and retention, without exception, across the globe.

High Level Findings

7

• Sincere appreciation and praise are key to motivating

employees around the world.

• Effective leaders develop themselves and create a safe

environment that fosters their employees’ capacity to grow.

• Externally-reliable (honest with others) and internally-reliable

(true to themselves) leaders drive employee engagement.

The Motivational Trade-off: Behavior Preferences

8

Points out the project's benefits to me

Asks for input vs. just telling me what to do

Allows us save face in difficult situations

Focuses on what I do well

Points out mistakes in a tactful/indirect way

Praises me for any performance improvement

Admits own shortfalls before critizing others'

Encourages me to improve

Gives praise and appreciation

Adheres to schedule/project plans

Plans the team's work effectively

Communicates objectively/remains

detached

Accurately measures progress/performance

Makes sure I know how to do the work in advance

Recognizes only with tangible rewards

Demonstrates a high level self-assurance/self-reliance

Is satisfied with competence

Focuses on getting the job done

100% 80% 60% 40% 20% 0% 20% 40% 60% 80% 100%

All Regions

The Motivational Trade-off: Behavior Preferences

9

Points out the project's benefits to me

Asks for input vs. just telling me what to do

Points out mistakes in a tactful/indirect way

Focuses on what I do well

Allows us save face in difficult situations

Admits own shortfalls before critizing others'

Praises me for any performance improvement

Gives praise and appreciation

Encourages me to improve

Adheres to schedule/project plans

Plans the team's work effectively

Makes sure I know how to do the work in advance

Accurately measures progress/performance

Communicates objectively/remains detached

Demonstrates a high level self-assurance/self-reliance

Recognizes only with tangible rewards

Focuses on getting the job done

Is satisfied with competence

100% 80% 60% 40% 20% 0% 20% 40% 60% 80% 100%

USA

The Gap Analysis: Importance vs. Performance

10

28% 36% 35% 32% 41%24%

-1%26% 24%

18%

-1% -8%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

All Regions

Somewhat or Very Important toInspiring Employee's Best Work

Supervisor Exhibits Behavior Mostof the Time or Always

The Gap Analysis: Importance vs. Performance

11

28% 19% 26% 26% -3% 33%15% 18%

14%

9%

-5%-13%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

USA

Somewhat or Very Important toInspiring Employee's Best Work

Supervisor Exhibits Behavior Most ofthe Time or Always

Sincere appreciation and praise motivate employees around the world.In the USA:

Essential Elements: Praise and Appreciation

12

74%prefer a leader who

“gives praise and

honest appreciation”

26% prefer one “who

focuses on getting

the job done”


“praises me for

any improvement

I make”

29% prefer one who

“recognizes me only

with tangible

rewards”

Effective leaders must show sincere appreciation for what their

employees do. In the USA:

Essential Elements: Appreciation

13

Shows

sincere

appreciation

Values my

contribution

61%of supervisors do it

consistently


consistently

87%of employees say it’s

important


important

Effective leaders must create an environment that is safe for employees,

where they feel accepted and respected. In the USA:


14

Respects

my opinion

Truly listens

to me


consistently


consistently


important


important

Employees want leaders who develop themselves and others, making it safe to

share their ideas, try new things, make mistakes, learn from them and improve.

Nearly 8 in 10 (78%) are more motivated by a leader

who “encourages me and makes me believe in

my ability to improve” than one who “is satisfied with

competence.”

Effective Leaders Encourage Growth

1515

Encourages

me to share

my ideas


consistently


important

78%

22%

Employees want leaders who have the humility to admit when they are wrong,

setting an example by modeling a willingness to learn from mistakes.


16

Admits

when wrong


consistently


important

68% prefer a leader who “admits their own shortfalls

before criticizing others’” over one who “demonstrates a

high level self-assurance and self-reliance”.68%

32%

Effective leaders must demonstrate interest in and empathy toward their

employees. In the USA:

Essential Elements: Empathy

17

Sees my

point of

view

Genuinely

interested in

me


consistently


consistently


important


important

Job Satisfaction in the USA

• About 24% of respondents told us they are very

satisfied in their job. When supervisors

frequently exhibit developmental,

interpersonal leadership behaviors,

satisfaction increase to 33%

• The most influential behaviors in the US were:

1. Admits when they are wrong

2. Truly listens to me

3. Makes me feel my contributions are valued

4. Genuinely interested in me

5. Attempts to see things from my point of

view

Intention to Stay in the USA

• In total 59% of American respondents said they

intend to stay in their job for at least

the next 2 to 5 years.

• Taking the average impact that supervisors

exhibiting the top five effective behaviors

most or all of the time have on intention to

stay, direct supervisor behavior increases the

intention to stay to 67%.

1. Makes me feel my contributions are valued

2. Admits when they are wrong

3. Attempts to see things from my point of view

4. Does not criticize me

5. Encourages me to express my ideas*

*Showing sincere appreciation, being genuinely

interested and also truly listening tied for fifth place.

18

Impact on Job Satisfaction and Intention to Stay

Internal Reliability: True to themselves External Reliability: Honest with others

19

Reliability and Trust of Immediate Supervisor

0%

10%

20%

30%

40%

50%

60%

Always Sometimes Rarely or Never

Global-Region-CountrySupervisor Internal Reliability

USA

USA & Canada

All Countries

0%

10%

20%

30%

40%

50%

60%

Always Sometimes Rarely or Never

Global-Region-CountrySupervisor External Reliability

USA

USA & Canada

All Countries

Just 11% of respondents in the US reported themselves to be very satisfied whose supervisor is

rarely or never externally-reliable compared with 39% of those who say their leaders always are.

Employees who said their supervisor is rarely or never externally-reliable are four times more likely

to be looking for a new job now compared with those whose supervisor is always externally-reliable

(39% vs. 9%).

Externally-Reliable: Honest & Trustworthy

20

0%

10%

20%

30%

40%

50%

60%

Rarely or Never Sometimes Always

USAEmployee Satisfaction vs. Supervisor External Reliability

Very Dissatisfied



Somewhat Satisfied

Very Satisfied 0%

10%

20%

30%

40%

50%

Rarely orNever

Sometimes Always

USAIntent to Stay vs. Supervisor External Reliability

Looking for a new job now

Looking for a new jobwithin the next year

Intend to stay in mycurrent job for the next 2-5 years

Intend to stay in mycurrent job for the longterm

When supervisors are true to themselves all they time compared with rarely or never, the percent of

respondents in USA who reported themselves to be “very satisfied” was more than three times

higher (37% vs. 11%).

As supervisors move from rarely or never reliable to always reliable, the percent of employees

looking for a new job now declines from 32% to just 10%, and the intention to stay for at least

two years doubles from 35% to 71%.

Internally-Reliable: Being True to Oneself

21

0%

10%

20%

30%

40%

50%

60%


USAEmployee Satisfaction vs. Supervisor Internal Reliability

Very Dissatisfied



Somewhat Satisfied

Very Satisfied 0%

10%

20%

30%

40%

50%

Rarely orNever

Sometimes Always

USAIntent to Stay vs. Supervisor Internal Reliability


Looking for a new jobwithin the next year

Intend to stay in mycurrent job for the next 2-5 years

Intend to stay in mycurrent job for the longterm

The leadership behaviors identified by Dale Carnegie over 100 years

ago continue to motivate and inspire employees around the world.

Summary

22

• Sincere appreciation and praise are important motivators.

• Effective leaders both develop themselves and create a safe

environment where their employees can develop.

• Honesty, with others and themselves, is an important

characteristic for engaging employees.

Appendix: Worldwide Data

Our findings are from an online survey of 3,300 full-time employees over the age of 21

from a cross section of industries, company size and positions within the organization.

24

Methodology and Respondent Demographics

27%

37%

22%

12%

2%

All Regions (Age in Years)

22-30

31-40

41-50

51-60

61+

51%38%

10% 1%

All Regions (Respondent Role)

Employee with NoDirect Reports

Manager

Director or SeniorLeader

CEO, President orOwner

13%

22%

44%

21%

All Regions (Education Level)

High School or less

Some college

4 year collegedegree

Post-graduatedegree

N = 3329

USA 515 Canada 155

Mexico 155 Brazil 256

France 205 Germany 255

India 205 Indonesia 205

Japan 205 Taiwan 205

S. Korea 255 Singapore 253

UK 255 China 205

59%

41%

All Regions (Gender)

Male

Female

31%

25%15%

15%

14%

All Regions (Company Size)

1-99

100-499

500-999

1000-4999

5000+

More than half (57%) said that leaders who praise them for

improvements in performance are more likely to inspire them

compared with a leader who recognizes employees with only

tangible rewards.

76% said a leader who gives praise and honest appreciation

would be more likely to inspire them than someone who is more

focused on getting the job done.

25

Essential Elements: Praise

Sincere appreciation and praise are essential to motivating

employees around the world.

43%57%

24%

76%

Effective leaders appreciate what their employees do – and they show it.


26

Shows

sincere

appreciation

Values my

contribution


consistently


consistently


important


important

Effective leaders appreciate what their employees have to say, creating an

environment that is safe for employees, where they feel accepted and respected.


27

Respects

my opinion

Truly listens

to me


consistently


consistently


important


important

Effective leaders develop themselves and others creating an environment

for growth, where it is safe to try new things, make mistakes, learn from

them and improve.


28


“encourages me and

makes me believe in my

ability to improve”

26% prefer one “who is

satisfied as long

as I display

competence in my

defined role”

55% of employees would prefer

a leader who “points out

mistakes in an indirect and

tactful way in order to help me

improve” rather than making

sure they know exactly how to

do the work before they begin.

63% are more likely be

motivated by a leader who

admits their own shortfalls

compared with one who

demonstrates a high level of

self-assurance and self-reliance

One of the most important things a leader can do to inspire and motivate employees

is to have the humility to admit when they are wrong.


29

37%

63%

45%55%

Admits

when wrong


consistently


important

Effective leaders must demonstrate interest in and empathy toward their

employees.

Essential Elements: Empathy

30

Sees my

point of

view

Genuinely

interested in

me


consistently


consistently


important


important

Job Satisfaction

• Overall, about 17% of respondents told us they

are very satisfied in their job. When

supervisors frequently exhibit

developmental, interpersonal leadership

behaviors, satisfaction increases by about

two-thirds.

• The top five most influential behaviors are

similar across regions, although their priority

and degree of impact differ:

1. Admits when wrong

2. Genuinely interested

3. Sincere appreciation

4. Sees point of view

5. Truly listens

Intention to Stay

• In total, 56% of respondents from all regions

said they intend to stay in their job for at least

the next 2 to 5 years.

• Taking the average impact that supervisors

exhibiting effective behaviors most or all of

the time have on retention, direct supervisor

behavior increases the intention to stay at

least two years by about 14%, and the

intention to stay for the long-term by 27%.

1. Admits when wrong

2. Sincere appreciation

3. Truly listens

4. Sees point of view

5. Encourages ideas

31

Impact on Job Satisfaction and Intention to Stay

An employee is nearly 10 times more likely to be very satisfied with their job when their leader is

always externally-reliable (honest and trustworthy with others) compared with those whose leaders

rarely are.

An employee whose leader is rarely externally-reliable is nearly 4 times more likely to be looking

for a job right now compared with those whose leader is always honest and trustworthy with others.

Externally-Reliable: Honest & Trustworthy

32

0%

10%

20%

30%

40%

50%

60%


All RegionsEmployee Satisfaction by Supervisor External Reliability

Very Dissatisfied


Neither Satisfied nor Dissatisfied

Somewhat Satisfied

Very Satisfied

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%


All RegionsIntent to Stay by Supervisor External Reliability


Looking for a new job within thenext year

Intend to stay in my current job forthe next 2-5 years

Intend to stay in my current job forthe long term

When leaders are consistently internally-reliable (true to their beliefs and principles) employees are

nearly 7 times more likely to be very satisfied with their job than those whose leaders rarely are.

They are also more likely to stay with their current employer. Only 9% of employees who say their

leader is always true to themselves are currently looking for a new job.

Internally-Reliable: Being True to Oneself

33

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%


All RegionsIntent to Stay by Supervisor Internal Reliability


Looking for a new job within thenext year

Intend to stay in my current jobfor the next 2-5 years

Intend to stay in my current jobfor the long term

0%

10%

20%

30%

40%

50%

60%


All RegionsEmployee Satisfaction by Supervisor Internal Reliability

Very Dissatisfied


Neither Satisfied nor Dissatisfied

Somewhat Satisfied

Very Satisfied

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Dale Carnegie Training Global Leadership Study USA - 2016

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