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Five Leadership Practices that
Increase Employee Engagement
The Leadership Challenge® Webinar Series
[email protected] | 707.933.3882 | www.SonomaLeadership.com March 18, 2014
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#1 provider of The Leadership Challenge®
workshops and materials;
Partners with the authors and publishers of The Leadership Challenge® for over 20 years.
Global clients and projects in strategic, enterprise‐wide leadership development.
Lauren Parkhill Marketing Manager,Sonoma Leadership [email protected]
Welcome from Sonoma Leadership Systems
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Glenn HughesCo‐author of “Photo Jolts!”Senior Director of L&D at KLA‐[email protected]
Presented by:
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“Only three things happen naturally in organizations: friction, confusion, and underperformance.
Everything elserequires leadership.”
Peter Drucker
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What do Leaders
Do?
Three decades ago, The Leadership Challenge authors Jim Kouzes and Barry Posner set out to answer that very question through research. More specifically, their research asked: “What do people DO when they’re performing at their leadership best?”
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Over 30 years of collecting Data
Over 5000 individual case studies
Over 5 million assessments
Global data from 72 CountriesOver 600 research studies
Learn more: The Leadership Challenge 5th Edition: How to Make Extraordinary Things Happen in Organizationshttp://sonomaleadership.com/tlc
Kouzes & Posner Research
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5,000,000
The Leadership Challenge’s 360° assessment, The Leadership Practices Inventory (LPI,) reflectsOver 5 million respondents from all functions and levels, and is rigorously tested and validated.The LPI measures the frequency of leadership behavior.http://sonomaleadership.com/lpi
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30 Leadership BehaviorsOrganized into Five Practices
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Leadership isn’t a concept. It’s a set of behaviors that are seen by those around you.These 30 behaviors can be grouped into 10 commitments that a leader makes, related to the Five Practices that consistently produce Personal Bests in Leadership.(Visual graphic by John Ward, http://manyminds.com)
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MTW
Model the Way
Model the Way
This practice demands that leaders ask and understand “What do I stand for? What do we stand for?”As we can see, “People are watching”... So leaders must be intentional about the messages they send.
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ISV
Inspire aShared Vision
This practice demands that leaders co‐create meaning and inspiration about the real work they do.Leaders strive for shared aspirations; they aim to do more and to do better than today.
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CTP
Challenge the Process
This practice demands that leaders make the “impossible, possible.” This practice helps determine the “how” of the vision.
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EOTA
Enable Others to Act
This practice insists on Collaboration that’s built on trust
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Encourage the HeartEncourage the Heart
This is the “sustainability” practiceAcknowledgement and appreciation are the ‘fuel we travel on’.
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FIVE PRACTICES THAT INCREASE ENGAGEMENT
Today, we’re going to explore how these Five Practices increase Engagement
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CONNECTIONLet’s start with a definition of engagement from The Conference Board’s paper“Employee Engagement in a VUCA World,” 2011
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“(Engagement) is a heightened emotional connection that an employee feels for his/her organization, that, in turn, influences him/her to apply additional discretionary effort to his/her work.”
The Conference Board“Employee Engagement in a VUCA World,” 2011 www.SonomaLeadership.com
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Engagement is an‘inside job’
We like to say that Engagement is an ‘inside job’, meaning that the fire of engagement must come from within the employee. If you hire unengaged people, you’re going to have a lot of trouble getting them engaged.
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LeadershipSupports, and enablesEngagement
Leadership supports and enables the engagement that the employee brings into the organization.Leaders add fuel to the fire to keep it burning.
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Or not…
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What, as leaders, can you do to sustain and grow the fire of engagement in others?
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Ruler image
The Leadership Challenge authors Jim Kouzes and Barry Posner have been conducting research to answer that question…
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When running The LPI, along with the 30 Behavioral Questions, both Leaders and Observers are given the opportunity to complete optional demographic information along with10 questions on workplace perceptions.
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Positive Workplace Attitudes
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So, how much of engagement is accounted for by who the constituents are?
(demographics)
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
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Who Constituents Are:
1. Age
2. Gender
3. Country
4. Education
5. Tenure
6. Position
7. Function
8. Industry
9. Size of organization
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What percentage of engagement is accounted for by all 9 variables combined?
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Poll
1. 0-10%2. 11-20%3. 21-30%
4. 31-40%5. 41-50%
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Despite people’s differences, their workplace engagement is a result of how their leaders behave,and not age, gender, education, function, level, organization size tenure, industry or nationality.
Leadership. It’s the single most important factor contributing to engagement trumping 9 demographic factors combined.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
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Positive Workplace Attitudes
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
0.2
27.7
0.2
27.8
0.2
30.1
2.3
32.4
0.3
29.6
0
5
10
15
20
25
30
35
Demographics Leadership
United StatesEuropeAsia PacificLatin AmericaAustralia
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Do the ways that leaders behave explain how their constituents feel about their workplace?
(engagement)
Yes 29.7%In North America, Leadership Behavior, or how leaders behave, accounts for 29.7% of the reported commitment, or engagement, that constituents reported feeling about their workplace.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
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Explaining an Engaged Workforce
27.7 27.8
30.1
32.4
29.6
25
26
27
28
29
30
31
32
33
Leadership
United StatesEuropeAsia PacificLatin AmericaAustralia
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
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Positive Workplace Attitudes
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
30
36
42
48
54
60
Low PWA Moderate PWA High PWAModel Inspire Challenge Enable Encourage
LPI Scores
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Leaders
Constituents
25% more engaged
40% more engaged
Model the Way: Leaders who are clear about their philosophy of leadership (LPI #26) have 25% higher PWA than leaders who aren’t clear. Constituents who rate their leaders as being clear about their philosophy of leadership have 40% higher PWA than those who rate their leaders as not being clear.
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What is your philosophy of leadership?
One of the core principles in Jim and Barry’s work is that everyone is a leader. If you’re clear about your philosophy, congratulations! You’re likely to be inspiring greater engagement from those around you.
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l
Leadership
Wisdom
A SMART as Hell Activity Deck
SMARTasHell.com
Let’s look at an exercise we run, to help participants develop their philosophy of leadership.
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Nothing is easier than saying words. Nothing is harder than living them
day after day.Arthur Gordon
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A leader is a dealer in hope.
Napoleon Bonaparte
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The greatest danger in times of turbulence is not the turbulence, it is to act
with yesterday’s logic.Peter Drucker
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There are two ways of spreading light: to be
the candle or the mirror.Edith Wharton
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Never tell people how to do things. Tell them what
to do and they will surprise you with their
ingenuity. General George Patton
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1. Nothing is easier than saying words. Nothing is harder than living them day after day.
2. A leader is a dealer in hope.
3. The greatest danger in times of turbulence is not the turbulence, it is to act with yesterday’s logic.
4. There are two ways of spreading light: to be the candle or the mirror.
5. Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.
Poll: Which statement resonates for you?
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You now have a philosophy!!
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And many resources…http://sonomaleadership.com/webinars/resources/
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25%
50%
ConstituentsReported:
LeadersReport:
more engagement
more effective
Inspire a Shared Vision: The Quality of being forward‐looking is what differentiates leaders.Someone who has a vision of the future, and communicating that to other people. In other words, a describing and enlisting others in a shared vision.
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25‐30%
40%Leaders seen as
more effective
Constituents reported
stronger feelingsmotivation, prideTeam spirit
Challenge the Process: Constituents who felt challenged and viewed their leaders as seeking challenges....www.SonomaLeadership.com
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25‐30%
60%
Constituents reported
more engaged
Leaders seen as
more effective
Enable Others to Act: If you see the best in people and expect the best in people, they deliver.www.SonomaLeadership.com
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29% stronger trustworthiness
Encourage the Heart: Leaders who “almost always” find ways to celebrate accomplishments vs. those who do so “almost neveoccasionally” have constituents with...
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28% strongerteam spirit
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26% more positive
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Role Models• Business leader
• Community leader
• Entertainer
• Family members
• Political leader
• Professional athlete
• Teacher or coach
• None/Other/Not sure
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• Family members …………… 40%
• Teacher or coach …………… 26%
• Community leader …………… 11%
• Business leader …………… 7%
• Political leader …………… 4%
• Professional athlete …………… 3%
• Entertainer …………… 2%
• None/Other/Not sure ………… 7%
Age: 18-30 Over 30… 46%… 14%… 8%… 23%... 4%… 0%… 0%… 4%
Leader Role Models
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“The leaders who have the most influence are the leaders who are
closest to us”
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
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Immediate managers have more influence on…
People’s desire to stay or leave,The trajectory of careers,Ethical behavior,The ability to effectively perform a job, andThe motivation to share values and vision.
…than anyone else.© James M. Kouzes & Barry Z. Posner. All Rights reserved.
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“Five Leadership Practices that Increase Employee Engagement”March 18, 2014
Presented by Glenn HughesCo‐author, “Photo Jolts!”[email protected]
Lauren ParkhillMarketing [email protected](707) 933.3882www.SonomaLeadership.com
Bruce WilsonVP, Business [email protected](925) 225‐1013www.SonomaLeadership.com
Hosted by: Sonoma Leadership Systems
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Global Training Partner, The Leadership Challenge®
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