Building a Championship Team Jen Shirkani

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IT’S TOUGH THESE DAYS

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Change initiatives “Raise acceptance and do it quicker.”

Development “Embed behavior change and raise ROI.”

Innovation “More of it and faster!”

Strategy “Good decisions, quicker, with more impact.”

Operations “Do more, with less, more flexibly.”

Sales & Marketing “Better returns and a higher market share.”

Partnerships “Faster, problem-free integration.”

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PERFORMANCE MATTERS

• Only 31% of employees clearly understand their goals.

• 87% of employees say that working with a low performer has made them want to change jobs.

• 93% of employees say that working with a low performer has decreased their productivity.

• Only 14% of senior executives say their company effectively manages low performers.

• Only 17% of middle managers say they feel comfortable improving or removing low performers.

(study by Leadership IQ)

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WHAT ABOUT HIGH PERFORMERS?

47% of top performers are actively looking for other jobs (submitting resumes and

going on interviews).

Only 18% of low performers are actively looking for other jobs.

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IMPACT ON HIGH PERFORMERS

How we drive our best away: • “Rewarded” by leaving them alone • Given the toughest projects • Unrealistic expectations • Longest hours with highest stress • A lack of coaching and targeted

development • Stuck in role

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CHAMPIONSHIP TEAMS HAVE ENGAGED MEMBERS

Engagement is employees’ willingness and ability to contribute to the company’s success;

people’s desire to give discretionary effort in their jobs.

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“In 42% of companies, low performers

actually report being more engaged – more motivated and more likely to enjoy working at their organization, for example – than middle and high

performers do.” Leadership IQ

GALLUP STUDY, OCTOBER 2013

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Percent of engaged workers? 30%

“Engaged employees work with passion and feel a profound connection to their company. They drive innovation and move the

organization forward.”

52% not engaged (RIP)

“Non-engaged employees have essentially ‘checked out.’ They sleepwalk through workdays. They put in time but don’t approach their

work with energy or passion.”

18% actively disengaged

“Actively disengaged employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these workers

undermine what engaged co-workers accomplish.”

WHY IS ENGAGEMENT CHALLENGING?

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• Requires continuous informal/formal workforce research

• Generational variances • Requires engaged leadership • Paradigm shift – no longer just pay for performance • Discomfort with “soft” or abstract concept • Unique engagement drivers within each person –

not one size fits all

EMOTIONAL INTELLIGENCE (EQ)

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KEY EQ SKILLS TO BE AN ENGAGING LEADER

• Self-Awareness • Empathy • Self-Control • Flexibility • Optimism

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SELF AWARENESS

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EMPATHY

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SELF CONTROL

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PAIR AND SHARE

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Describe the impact on employee engagement when the leader lacks EQ…

FLEXIBILITY

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OPTIMISM

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HOW TO DEVELOP EQ

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• Measurement • Formal or Informal Training Programs

Coaching • Self-Paced Learning

Self-Analysis and Correction Reading and Exercises

• Increase Face-to-Face Communication • Experience

Connect with Me:

Thank You!

www.linkedin.com/jenshirkani

@shirkani

www.penumbra.com

www.EgovsEQ.com