Leading in CrisisJill Berg, President/CEO andCertified Talent Optimization Consultant
Resilience Series | Leading in Crisis
Leading in Crisis Agenda
• Salary Guide – 2019 vs. Q1
• Comparison of 2008/2009 recession vs. COVID recession
• Importance of Aligning your Team with your Strategy
• Employee Engagement
Resilience Series | Leading in Crisis
Salary Competitiveness – Professional Positions
Decreases
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Increases
Fargo/Bismarck, ND Averages – Mid Range
2019 Q1 2020 $ %
Administration VP Human Resources $101.10 $98.16 ($2.94) -2.91%
2019 Q1 2020 $ %
Administration Compensation/Benefits Manager $55.53 $58.00 $2.47 4.45%
Banking & Finance Accountant $30.84 $34.29 $3.45 11.16%
Accounting Supervisor (General) $38.78 $40.54 $1.76 4.53%
Auditor Internal $34.88 $36.52 $1.64 4.68%
Banking Loan Officer Commercial $43.65 $45.64 $1.99 4.54%
Financial Analyst $39.95 $42.03 $2.08 5.20%
Computer Systems & IT DevOps Developer $42.39 $44.27 $1.88 4.42%
Engineering Chemical Engineer $48.18 $50.66 $2.48 5.13%
Petroleum Engineer $67.85 $71.37 $3.52 5.18%
Project Engineer $52.10 $54.39 $2.29 4.38%
Quality Assurance Engineer $33.22 $35.60 $2.39 7.17%
Safety Engineer $43.50 $46.78 $3.29 7.54%
Sales & Marketing Digital Content Marketing Analyst $33.64 $35.66 $2.02 6.00%
Market Research Analyst $34.92 $38.07 $3.16 9.03%
Marketing Manager $55.17 $57.94 $2.77 5.02%
Sales Manager Product or Brand $48.92 $51.96 $3.04 6.21%
Sales Representative $25.33 $27.26 $1.93 7.64%
Salary Data provided by ERI
Economic Research Institute
Resilience Series | Leading in Crisis
Salary Competitiveness – Industrial and Office/Admin
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Fargo/Bismarck, ND Averages – Mid Range
Increases Decreases
2019 Q1 2020 $ %
Office/Admin Buyer Assistant $20.33 $17.51 ($2.82) -13.85%
Resilience Series | Leading in Crisis
Recession Comparison - 2020 vs. 2008/2009
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North Dakota Offices
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Adapt How You LeadLead with Resilience
Resilience Series | Team Building Through Change 7
The risks
Team
Overused Strengths
In a crisis, teams are inclined
to over-rely on strengths
Talent Misalignment
There may be misalignment
due to new crisis priorities or
lost teammates
Operations
Frozen Team
The team may struggle to be
productive and move forward
in the new environment
Productivity
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Resilience Series | Leading in Crisis 8
Work to be
done
Who’s doing the
work
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Two sides of the same coin
Resilience Series | Leading in Crisis
Two sides of the same coin
Work to be done
Team doing the work
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Resilience Series | Leading in Crisis
Two sides of the same coin
Work to be done
Team doing the work
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THE PREDICTIVE INDEX | Execute Strategy with Confidence 11
Behavior/strategy alignmentBEHAVIOR MAPPING
STRATEGY MAPPING
Resilience Series | Leading in Crisis
Impact of COVID
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Resilience Series | Leading in Crisis
Overused StrengthsWhen under threat or in a crisis, leaders react and take action
Leaders tend to lean heavily on what they are good at
This can result in amplifying behaviors and lacking versatility
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Resilience Series | Leading in Crisis 14
“Our team just needed
the extra pressure to
rise to the occasion”
Leaning on strengths can be effective
THREAT
“We missed our sales
goal last quarter”
ANXIETY & STRESS
“We are afraid we might
lose our jobs”
LEAN ON OUR
STRENGTHS
❏ Set stronger goals
❏ Rely on our
competitive style
❏ Work nights and
weekends
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Resilience Series | Leading in Crisis 15
THREAT
“We missed our sales
goal last quarter”
ANXIETY & STRESS
“We are afraid we might
lose our jobs”
“We pushed ourselves
too hard and we are
falling apart”
Creates more Anxiety & Stress
Leaning on strengths can be counter productive
LEAN ON OUR
STRENGTHS
❏ Set stronger goals
❏ Rely on our
competitive style
❏ Work nights and
weekends
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Resilience Series | Leading in Crisis
Leaning on team strengths
Normal Team Dynamics
● Rapid exchange of ideas
● Think boldly and outloud
● Solve problems through innovation
● Relish change and risk-taking
● Make decisions fast and decisively
ExploringTeams are visionary, innovative,
and risk-oriented.
EXAMPLE:
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Resilience Series | Leading in Crisis
Leaning too heavily on team strengths
Crisis Team Dynamics
● Exhaust others with more new ideas
● Expend energy on activity not productivity
● Create additional complexity through
impulsive decision-making
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Normal Team Dynamics
● Rapid exchange of ideas
● Think boldly and outloud
● Solve problems through innovation
● Relish change and risk-taking
● Make decisions fast and decisively
ExploringTeams are visionary, innovative,
and risk-oriented.
EXAMPLE:
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Resilience Series | Leading in Crisis
Tips to increase team resilience
Crisis Team Dynamics
● Exhaust others with more new ideas
● Expend energy on activity not productivity
● Create additional complexity through
impulsive decision-making
Tips to Increase Resilience
● Avoid making decisions in the heat of the
moment. Build in time to think.
● Stop trying to do everything at once. Prioritize
fewer things for execution and focus
● Don’t let problem solving be based on the
loudest voice in the room
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Normal Team Dynamics
● Rapid exchange of ideas
● Think boldly and outloud
● Solve problems through innovation
● Relish change and risk-taking
● Make decisions fast and decisively
ExploringTeams are visionary, innovative,
and risk-oriented.
EXAMPLE:
Resilience Series | Leading in Crisis
Employee Engagement Surveys
• Only 21% of Employees are actively engaged.
• 4 Forces of Disengagement
• Mismatch between employee and role
• Mismatch between employee and their manager
• Mismatch between employee and their team
• Mismatch between employee and the company culture
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THE PREDICTIVE INDEX
Only 21% of employees are actively engaged.
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THE PREDICTIVE INDEX
Organization Heat Map
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THE PREDICTIVE INDEX 22
Contact Information
Jill Berg
701-412-2900