Engaging Leadership Hot Tips Collection

Leadership

Hot Tips Collection

Engaging

Engage for SuccessSpecial Interest Group

About the Hot Tips collection

Each member of the SIG

was asked to distil their

knowledge and experience of

engaging leadership down to

just 5 critical points.

There was a high degree of

consensus around a num-

ber of issues - authenticity,

inspiration, communication,

integrity, humanity, coaching

and accessibility.

We hope the following pages

SURYRNH�VRPH�UHÀHFWLRQ�DQG�encourage you to analyse

and challenge your own be-

haviour and the behaviour of

colleagues.

Contributors:Nigel Girling (Chair)

CEO, National Centre for Strategic Leadership

Bob Hughes

The Forton Group

Dilys Robinson

Institute for Employment Studies

Tony Evans

egi:live communication

Doug Crawford

Cerus Consulting

Amy Armstrong

Ashridge Business School

Jonathan Booth

Journey Group

Ian Dodds

CEO, IDC

Steve Jones

Skills for Business

Emma Donaldson-Feilder

$I¿QLW\�+HDOWK�DW�:RUN��FRQWULEXWLRQV�VRXUFH��UHVHDUFK�project: Managing for sustainable employee engagement:

developing a behavioural framework

Michael Maynard

Director, Maynard Leigh

Joe Espana

Performance Equations

Juliet Hancock

Organisation Development Consultant &

Change Coach

Tony Kerley

Lighthouse Training & Development

Victoria Page (Editor)

Kelda Water Services

Christine Miller

Resourceful Group

Michelle McArthur-Morgan

Jigsaw@Work

Caroline Taylor-Martin

Consultant - Barclays Employee Engagement Programme

Be Engaged|Be Engaging2

“Develop a vision worth caring about - people want to feel that their work is essentially valuable: to you, to the organisation, to the hu-man race. If the goal is MXVW�SUR¿WDELOLW\��\RX¶UH�probably pressing the wrong buttons.”

Nigel Girling CEO , National Centre for Strategic

Leadership

“Behave authenti-cally; being true to oneself and behaving in a manner that is consistent with ones values.”

Doug CrawfordCerus Consulting

“Be true to yourself and who you really are – you will eventu-ally be found out if you try to be something else.”

Jonathan BoothJourney Group

“Genuine and able to demonstrate positive regard”

Steve JonesSkills for Business

“Focus - strive to be consistent, focused and relentless so that no-one can have any doubt who you are, what you are doing or why.”

Tony KerleyLighthouse Training & Development

“Know yourself.”

Juliet HancockOrganisation Development Consultant

& Change Coach

AUTHENTICITY

3

“Inspire: As a leader your enterprise must have a cause beyond merely making money, RU�µGRLQJ�WKH�GD\�MRE¶��People want meaning and they want the feel-ings that come from having a meaning. A leader that can show an employee how to nest their own personal purpose within the vi-sion of the company or team will create a new level of engagement.”

Michael MaynardDirector, Maynard Leigh

“Be a leader worth following - LW�GRHVQ¶W�mean you have to be a hero. It does mean you stand for something worthwhile and exhibit behaviours and values worth emulating.”

Nigel Girling CEO, National Centre for Strategic

Leadership

“Visionary.”Juliet Hancock

Organisation Development Consultant & Change Coach

“Inspire, motivate and develop - whatev-er else you do in your role, it is these three things that resonate over time.”

Nigel Girling CEO, National Centre for Strategic

Leadership

“Offer an inspiring vision of success.”

Ian DoddsCEO, IDC

INSPIRATIONAL

“Choose your ‘leadership shadow’ - show your passion for your business and smile... often. Go the extra mile and say ‘come-on, we can do WKLV¶��RIWHQ�´


³7KH�¿VK�URWV�IURP�the head down!�<RX¶UH�a leader... lead! Set an example that your people admire and want to emulate.”

Victoria PageKelda Water Services

“Lead by example – PRGHO�WKH�µZKDW¶�DQG�SDUWLFXODUO\�WKH�µKRZ¶


4

“Face to Face It: <RX�FDQ¶W�UHDOO\�OLVWHQ�to someone in a way that includes subtext, nuance and implication unless you can witness them - that is actually see and experience the whole communica-tion. Face-Time is vital; two way, full bodied dialogue.”

Michael MaynardDirector of Maynard Leigh

“Engage (obvious-ly!) - Seek out multiple ways to regularly talk face-to-face with your people.”


“Visibility and acces-sibility: having a gen-uine open door, being welcoming, walking the ÀRRU��YLVLWLQJ�UHPRWH�locations.”

Dilys RobinsonInstitute for Employment Studies

ACCESSIBILITY

5

“Organisational fair-ness – organisations talk about transparen-cy and most people when asked agree that it is a good idea but few follow through on it. Transparency, in an organisation where everyone can see everything everyone is doing provides a major opportunity for organisational fairness. Everyone can see what is involved, if something changes, everyone can see why and silent parties can be seen for what they are doing.”

Michelle McArthur-Morgan Jigsaw@work

“Know yourself. Deeply. Honestly. Warts and all – and remember that others can only see the parts of your character that you reveal. So show them the real you.”


Leadership

“Personal integrity: honesty, openness, truthfulness, doing ZKDW�\RX�VD\�\RX¶OO�GR�´


“Create an environ-ment where individ-uals are not afraid to raise issues and be honest, and listen to them.”

Caroline Taylor-Martin Consultant - Barclays Employee

Engagement Programme

“Invest in character, not reputation, that will follow: So polish up your integrity, dust off your principles and buff up your values.”

Michael MaynardDirector, Maynard Leigh

INTEGRITY

³+DQGOLQJ�FRQÀLFW�and problems - Deal-ing with employee con-ÀLFWV��LQFOXGLQJ�EXOO\LQJ�and abuse) and using appropriate organisa-tional resources.”

Emma Donaldson-Feilder$I¿QLW\�+HDOWK�DW�:RUN

“Focus - Strive to be consistent, focused and relentless so that no-one can have any doubt who you are, what you are doing or why.”


“Trustworthy”Steve Jones

Skills for Business

“Walks the talk”Steve Jones

Skills for Business

6

“Be open and honest at all times – the only way to build trust and respect.”


“Foster trust and respect; being trust-worthy, exhibiting trust in others and fostering a climate of mutual respect.”


“Trust others before expecting to be trusted.”

Joe EspanaPerformance Equations

“Live and breathe your company values, and recognise others for doing the same.”



“Trust your people - Build trust by making time to really listen to your people and operate with integrity – ‘behaviour breeds EHKDYLRXU¶�´


“Understand your personal impact!:KDW¶V�\RXUV"�%H�aware of it! We all im-pact each other, seek to understand yours and strive to make it positive.”


“Do not tolerate bad behaviour or behav-iour that contradicts your company values.”



“Be consistent!”Jonathan Booth

Journey Group

“Do what you say you will - keep prom-ises and behave in a way you say others should behave.”


& Change Coach

“Show the courage to hold to what you believe is true.”


& Change Coach

“Take the risk of hon-esty - not just when it suits you or you can afford to do it.”


& Change Coach

INTEGRITY

7

“Lead a Learning Organisation: People love to learn, it is a core psychological driver. The energy unlocked through development activity is immense. Your team will allow themselves to be fully involved and utilised if they are developing, particularly through what we call µVHULRXV�SOD\¶��/HDUQLQJ�is also a way of turning µGLVHQJDJHUV¶�LQWR�HQ-ablers of engagement, downturns can be won-derful tutorials about the human condition; mistakes teach us valuable lessons about SHUIRUPDQFH��FRQÀLFWV�have vital insights hid-den amongst them.”


“Clarity of direc-tion and feedback: because people like to do what they should be doing and know why, DQG�KRZ�ZHOO��WKH\¶UH�doing it.”


“Sets high expecta-tions whilst demon-strating high challenge/high support.”

Steve JonesSkills for Business

“Knowledge, clarity and guidance- Clear communication, advice and guidance, demon-strating understanding of roles and responsi-ble decision making.”


“Supporting develop-ment -Supporting and arranging employee career progression and development.”


“Encourage problem solving – allow people to learn from their mis-WDNHV��GRQ¶W�EODPH�´



COACHING

8

“Foster growth; acknowledge and harness diverse skills and abilities and ena-ble people to develop and utilise their full potential.”


“Stimulate learning; encourage a culture of constructive feedback, learning from one another and appro-SULDWH�ULVN�WDNLQJ��µQR�EODPH¶��´


“Empower others; demonstrate trust DQG�FRQ¿GHQFH�LQ�WKH�abilities and judgment of your people and de-volve decision making to the lowest appropri-ate level.”


“Make sure everyone has the information and training they require to successfully deliver their contribu-tion.”

Ian DoddsCEO, IDC

“Provide a secure base – show that you care about and believe in the abilities of your people and you will give them the belief in themselves and the FRQ¿GHQFH�WR�PDNH�decisions and take risks.”Michelle McArthur-Morgan

Jigsaw@work

COACHING

“Empower each person to make their full contribution.”

Ian DoddsCEO, IDC

9

“Two-way commu-nication: interpreting organisational strategy and messages in a way that makes sense to people, and listening to them and involving them in decisions.”


COMMUNICATE

“Articulate your expectations clearly; tell stories that illus-WUDWH�ZKDW¶V�LPSRUWDQW�to your organisation.”



“Mindful Communi-cation – encourage the practice of mindful communication. This will have a positive impact upon the LQGLYLGXDO¶V�VRFLDO�intelligence.”

Michelle McArthur-MorganJigsaw@work

“Seek and listen to and understand every-RQH¶V�LQSXW�DERXW�ZKDW�will help and hinder successful delivery.”

Ian DoddsCEO, IDC

“Ensure each person has regular feedback DERXW�KRZ�WKH\¶UH�doing and how they can use their unique qualities and skills to be a high performer.”

Ian DoddsCEO, IDC

“Know and share how you are going to win - Victorious ZDUULRUV�ZLQ�¿UVW�DQG�then go to war, while defeated warriors go to ZDU�¿UVW�DQG�WKHQ�VHHN�to win.”


“Create a climate of openness where feed-back in all direction is the norm and people feel comfortable exploring ideas without put down.”


10

“Communicate authentically and deal with relationship tensions.”


“Create meaning and purpose; articulating a vision and sense of direction that is meaningful to people and which creates a sense of common purpose and emotional engagement.”

Doug Crawford Cerus Consulting

“Provide a clear vision and direction and allow people to participate in develop-ing the journey towards goals so that they have ownership and are committed.”


COMMUNICATE

“Set a clear direction; EH�FOHDU�DERXW�µZKDW¶�you want to do and µKRZ¶�\RX�ZDQW�WR�JR�about it and what you expect of others.”

Steve Jones Skills for Business

“Take it on the chin!Listen to feedback… remember how people feel is not right or ZURQJ«�LW¶V�KRZ�WKH\�IHHO��,I�LW¶V�QHJDWLYH��take heart in that \RX¶YH�FUHDWHG�D�trusting environment in which someone feels able to give you honest feedback and whether you act on feedback or not, tell people. Explain why... you said, I did.”


“Say it how it is!Keep it simple, use language everyone un-derstands and believe LW��,I�\RX�GRQ¶W�EHOLHYH�it, why should anyone HOVH"´


11

“SCARF�±�7KH�¿YH�social domains of being human, Security, Certainty, Autonomy, Relatedness and Fair-QHVV�DV�LGHQWL¿HG�E\�David Rock. Ensuring the social needs of em-ployees are rewarded rather than threatened, as is so often the case in organisational life, leads to an increase in engagement.”Michelle McArthur-Morgan

Jigsaw@work

“Empathy: showing an interest in people, understanding what motivates them, seeing the organisation through their eyes.”


“An organisation is not just an arrange-ment of resources and processes – it is a network of teams and individuals and it runs on relationships, not data.”


Leadership

“Openness, fairness and consistency- Managing with integ-rity and consistency, managing emotions/personal issues and taking a positive ap-proach in interpersonal interactions.”

Emma Donaldson-Feilder $I¿QLW\�+HDOWK�DW�:RUN

“Don’t try to wear a superhero costume: People follow people, and that means being human and that means being vulnerable.”


HUMANITY

“Appreciate people for who they are as well as what they do.”


12

HUMANITY“Building and sus-taining relationships - Personal interac-tion with employees involving empathy and consideration.”

Emma Donaldson-Feilder $I¿QLW\�+HDOWK�DW�:RUN

“Admit weakness - own up to mistakes DQG�DGPLW�\RX�GRQ¶W�have all the answers.”


& Change Coach

“Be human!People are not ma-chines. Respect that they are on the same roller-coaster of life that you are.”


“Honour the passing of something – before rushing full steam ahead with change, allow space and time to honour or mark the passing of the “old” way. Before individuals can move onto the next thing, they must be allowed to grieve. An important part of the grieving process is marking or honouring the passing.”Michelle McArthur-Morgan

Jigsaw@work

13

Engaging Leadership Hot Tips Collection

Business

Transcript of Engaging Leadership Hot Tips Collection