CULTURE WARRIOR Tribal Dynamics and Total Engagement.
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Transcript of CULTURE WARRIOR Tribal Dynamics and Total Engagement.
CULTURE WARRIOR
Tribal Dynamics and Total Engagement
The Way of the Culture Warrior
Tribal Dynamics and Total Engagement
Soccer Partner Video Here
https://youtu.be/YCUaPa8cU6Q
5
Leadership Library
• Story Warrior – The Boom-A-Rang Measure
• Traditions Warrior – The Do-It Again Habit
• Warrior Smarts - Warriors Know Who the Enemy is
• Y Warriors - Warriors Know Why
• Green Warriors – Grow Warrior Grow
• Warrior Recognition - Rock Warrior & Duck Warrior
• Tribal Leadership – Tribal Warfare Winning with Words.
Clarity & Connectedness
7
Understand what their organization is trying to achieve and why
Enthusiastic about their team’s/organization’s goals
Have a clear line of sight between their tasks and their team’s/organization’s goals
Feel their organization fully enables them to execute key goals
Fully trust the organization they work for
63%
80%80% 80%85%
Source: Stephen Covey, 8th Habit
37%
20% 20% 20%15%
Clarity & Connectedness
8
All but 2 players would,
in some way, be competing against
their own team members,
rather than the opponent
Only 2 would care
Only 4 of 11 know which goal
is theirs
Only 2 know what position they
play, and know exactly what they are supposed to
do
Source: Stephen Covey, 8th Habit
Suppose a soccer team had these same scores:
43% trust their boss
Manager – Employee Relationship
9
57% trust a stranger 65% would choose a better boss over a raise
Source: Michael Segalla, Harvard Business Review, 2009; Michelle McQuaid, 2012; The Employee Engagement Group
35% would forgo a substantial pay raise to see their direct supervisor fired
The Gallup Management Journal's http://gmj.gallup.com/ semi-annual Employee Engagement Index puts the current percentage of employees who are actively disengaged at 17%. That’s about 22.5 million US workers. Gallup defines actively disengaged as employees who are not just unhappy in their work, but who are busy acting out their unhappiness by undermining what their engaged co-workers accomplish. Each one of these angry and alienated workers is causing their employers roughly $13k in yearly productivity losses on average. Think this is bad? It gets worse.
A majority of workers (54%) falls into the "not engaged" category. Not engaged workers are defined as “checked out,” putting in time but not energy or passion into their work. Look around you. Chances are every other person you see is on autopilot. Only 29% of workers are estimated by Gallup to be truly "engaged" – i.e., employees that “work with passion and who feel a profound connection to their company.”
These first two numbers add up to a whopping seventy-one percent of workers that are in cruise control and active sabotage mode.
Get Back in the Saddle!
Employee Engagement
29% 54% 17%
Engaged DisengagedActively
Disengaged
11Adapted from: The Employee Engagement Group http://employeeengagement.com/
Employee Engagement
Adapted from: The Employee Engagement Group http://employeeengagement.com/
3 people
Busting their butts
5 people
Watching the scenery
2 people
Sinking the boat
12
Imagine on your crew team if:
1. Do you know what is expected of you at work? 2. Do you have the materials and equipment you need to do your work right? 3. At work, do you have the opportunity to do what you do best every day? 4. In the last seven days, have you received recognition or praise for doing good
work? 5. Does your supervisor, or someone at work, seem to care about you as a person? 6. Is there someone at work who encourages your development? 7. At work, do your opinions seem to count? 8. Does the mission/purpose of your company make you feel your job is important? 9. Are your associates (fellow employees) committed to doing quality work? 10. Do you have a best friend at work? 11. In the last six months, has someone at work talked to you about your progress? 12. In the last year, have you had opportunities at work to learn and grow?
Gallup's
+
Gallup's
1. Do you know what is expected of you at work? 2. Do you have the materials and equipment you need to do your work right? 3. At work, do you have the opportunity to do what you do best every day? 4. In the last seven days, have you received recognition or praise for doing good
work? 5. Does your supervisor, or someone at work, seem to care about you as a person? 6. Is there someone at work who encourages your development? 7. At work, do your opinions seem to count? 8. Does the mission/purpose of your company make you feel your job is important? 9. Are your associates (fellow employees) committed to doing quality work? 10. Do you have a best friend at work? 11. In the last six months, has someone at work talked to you about your progress? 12. In the last year, have you had opportunities at work to learn and grow?
The first is anonymity, which is the feeling that employees get when they realize that their manager has little interest in them a human being and that they know
little about their lives, their aspirations and their interests.
The second sign is irrelevance, which takes root when employees cannot see how their job makes a difference in the lives of others. Every employee needs to know that the work they do impacts someone's life – a customer, a co-worker,
even a supervisor – in one way or another.
The third sign is something I call immeasurement,. It's the inability of employees to assess for themselves their contribution or success. Employees
who have no means of measuring how well they are doing on a given day or in a given week, must rely on the subjective opinions of others, usually their
managers, to gauge their progress or contribution.
My Focus
Tragic Facts …orAwesome Opportunity
“A key – perhaps the key –
to leadership is the effective
communication of a story.”
Howard Gardner Leading Minds: An Anatomy of
Leadership
Creating Culture in a Flash
Actions Speak _____________. Abraham Lincoln did what?
TEAM BUILDING vs CULTURE BUILDING
consistency
Getting 45 teen aged boys to say… the “L” word
The Soul of a Sports Machine… (Google it)
Fast Company
Schwan’s Delivers
MotivationRecognitionEducation
Connection
When Schwan’s Gathers
Recruitment
Permission-to-Play Values are the price of entry into our culture.
Shared Learning & Common Language
28
The greatest organizations are ones that only employ self-motivated people that can fully embrace the Big, Hairy, Audacious Goal (BHAG).
Tribal Leadership is not about changing ideas or gaining knowledge; it is about changing language and relationships. It’s not about intellectualizations; it’s about actions.
A culture in which committable core values form the basis for hiring and firing – and real connections between people are promoted – creates an environment where creative ideas and productivity thrive.
Build a cohesive leadership team, create clarity, over-communicate clarity, and reinforce clarity.
How do you recognize a Warrior?
Recognition and Ducks in a ROW
32
6. Leadership Library
Can I really ask these?
What will keep you here?What might entice you away?What is most energizing about your work?Are we fully utilizing your talents?What is inhibiting your success?What can I do differently to best assist you?
Whose to Blame Commercial Here
LEON
https://youtu.be/JYB6xteh5TA
Peanut Butter Cheerios Dad Commercial Here
https://youtu.be/6GYxH2-WeZY
Stealing Your Joy..or Your Cookies… What’s holding you back…is you
Peer Pressure, Rushing to Judgement
Oh Miserable YOU!Losing your Focus, Your Friends, Your Temper, Your
Perspective, and Your Mind…