Lists for Leaders: List 6 - Tips for a Successful Employee Survey
How Great Leaders Drive Results via Accountability and Employee Engagement
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Transcript of How Great Leaders Drive Results via Accountability and Employee Engagement
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2014 The Forum Corporation
How Great Leaders Drive ResultsVia Employee Engagement and Accountability
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When we Last Spoke
We Shared Some Insights on Engagement, Specifically Discretionary
Effort and We Answered 3 Main Questions:
� Why is Engagement Important
� How Engaged are Employees Today
� What Factors Contribute to a Highly Engaged Workforce
Forum Believes that Engagement is Strongly Influenced By:
� Perceived Work Environment (Climate)
� Trust
� Employee Engagement Needs
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Agenda
� Share Interesting Highlights of our “August Pulse” Survey
� Provide an Update on What’s New in Engagement
� Reveal Insights that Identify How we can Better Support our Leaders
30%
22%25%
23%
Individual Contributor
First-Line Manager
Mid-Level Manager
Executive
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Questions we’ll Answer Today
� What did our “August Pulse” Survey tell us About Engagement?
� What is Accountability?
� Why is Accountability Important?
� How Accountable are Leaders Today?
� Does Engagement + Accountability � Performance that Matters?
� How can We Help Leaders Become Great?
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What Great Leaders Do
Create a Culture of Engagement & Accountability
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What did Our Latest Survey
Tell us About Engagement?
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Engagement
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Engagement
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Engagement
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What’s the Status?
According to Our 2014 “August Pulse” Survey*
We saw Similar Results from Other Recent Surveys**
� US – 26.9%
� Europe – 12.8%
� Australia/New Zealand – 16.9
� Asia – 13.6
*Based on 421 participants
**Corporate Executive Board, Q4 2012
Highly Engaged Employees = 22.3%Highly Engaged Employees = 22.3%
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Story – Performance that Matters
Engagement
Going Beyond the Call of
Duty to Get a Result
Engagement
Going Beyond the Call of
Duty to Get a Result
Accountability
Doing the Right Thing in Challenging Circumstances
Accountability
Doing the Right Thing in Challenging Circumstances
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Engagement & Accountability in Action
Today’s Marketplace = Intense Pressure to Innovate
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Engagement & Accountability in Action
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Engagement & Accountability in Action
CEOCEO
Head of DesignHead of Design
ManufacturingMid Level Manager
ManufacturingMid Level Manager
“We need to
redo this!”
“We need to
redo this!”
“I agree with you.
We could have
done better.”
“I agree with you.
We could have
done better.”
“This is not a world
class product”
“This is not a world
class product”
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Engagement & Accountability in Action
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Story – Performance that Matters
Engagement
Going Beyond the Call of
Duty to Get a Result
Engagement
Going Beyond the Call of
Duty to Get a Result
Accountability
Doing the Right Thing in Challenging Circumstances
Accountability
Doing the Right Thing in Challenging Circumstances
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Polling Question
� What percentage of your organization is both highly engaged and
accountable?
– Less than 10%
– Between 10-30%
– Between 31-50%
– Between 51-70-%
– More than 71%
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Do we need a New Formula?
Engagement + Accountability ���� Performance that Matters?
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What is Accountability?
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Accountability - Definition
Doing the Right
Thing in Challenging
Circumstances
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Why is Accountability
Important?
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Why Accountability Matters
Driving Strategic Initiatives Successfully Depends on it*
� Key Success Factors:
– Continuous Improvement during Implementation Phase
� Devising & Executing Alternative Plans when Needed
– Achieving & Maintaining Clarity
� Procedures for Getting the Work Done
� Performance Goals that Focus Individual Effort
� Feedback: “How I am doing”
Excerpt from *Implementing change with Impact, 2014 McKinsey report
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0 20 40 60 80 100
Disagreeing with others and preservingrelationships
Advocating a point of view othersdisagree with
Getting others to honor a commitmentthey have not kept
Getting others to accept accountability
Addressing commitment I did not keep
Getting support for needed abilities andresources
Admitting mistake despite risk
Clarifying expectations
% Selecting
Two-Thirds Indicate:
• Clear Expectations
• Admitting Mistakes
• Getting Support
Two-Thirds Indicate:
• Clear Expectations
• Admitting Mistakes
• Getting Support
Accountability & Personal Performance
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How Accountable are
Leaders Today?
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Accountability Score
*Highly Accountable 65%
Very Highly
Accountable
18%
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Accountability Gaps by Size of Gap
0 5 10 15 20 25
Admitting mistakes despite the risk
Addressing a commitment I made butdid not keep
Getting others to accept anaccountability they disagee with
Advocating for a different viewpointwhen others disagree
Getting needed abilities and resources
Gap
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Managerial Accountability Gaps*
What employees say…
� 50% Say that they See
Leaders Model Accountable
Behavior
� 42% of Leaders Keep
Promises
� 35% Leaders Share
Information Broadly
*HBS blog, November 2012; 5,400 leaders globally
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Priority for Clients
Some of Our Clients Make
Accountability a Top Priority
� Top Leadership Competency
� Anchored to the Pursuit of
Business Ethics
� Key Focus of Talent
Management Systems
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Culture of Accountability: Executive View
Accountability Cultures have Leaders that Set the Context
� 4 Leader Variables with the Strongest Influence on Accountability
� Keep their Promises
� Model Accountability
� Ensure Clear Goals
� Ensure Needed Ability & Resources
As a Leader, Modeling Accountability makes it Possible for you to Hold others Accountable
As a Leader, Modeling Accountability makes it Possible for you to Hold others Accountable
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Culture of Accountability Gaps
0% 10% 20% 30% 40% 50%
Keep their Promises
Model Accountability
Ensure Clear Goals
Ensure Needed Ability & Resources
Strongly Agree
Agree
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Does Engagement +
Accountability
�
Performance that Matters?
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Are Engagement & Accountability Related?
Engagement Correlates with
Culture of Accountability
Engagement Correlates with
Culture of Accountability
Accountability Cultures have
Leaders that Set the Context
Accountability Cultures have
Leaders that Set the Context
Engagement & Accountability are Influenced by Common Drivers
Engagement & Accountability are Influenced by Common Drivers
3 Leader Variables with the Strongest Influence on Engagement
� Keep their Promises
� Ensure Needed Ability & Resources
� Share information openly
3 Leader Variables with the Strongest Influence on Engagement
� Keep their Promises
� Ensure Needed Ability & Resources
� Share information openly
4 Leader Variables with the Strongest Influence on Accountability
� Keep their Promises
� Model Accountability
� Ensure Clear Goals
� Ensure Needed Ability & Resources
4 Leader Variables with the Strongest Influence on Accountability
� Keep their Promises
� Model Accountability
� Ensure Clear Goals
� Ensure Needed Ability & Resources
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An Interesting Observation
While Engagement & Accountability were Correlated for First Line
& Executive Leaders, they are Not for Middle Managers
Executive Middle Manager First Line
High
Moderate
Low
What is Going on for Middle Managers?What is Going on for Middle Managers?
Str
ength
of
Rela
tionship
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What Might Account for the Gap?
Engagement Levels are Not Lower…so
� Could it be that Middle Managers are Caught Between…
Broad Goals and the Means Needed to
Translate Them into Action
Broad Goals and the Means Needed to
Translate Them into Action
Changes in Priorities and Resources that Limit the Ability to
Follow-Through
Changes in Priorities and Resources that Limit the Ability to
Follow-Through
Clear Goals and Having Access to Adequate Abilities & Resources Drive AccountabilityClear Goals and Having Access to Adequate Abilities & Resources Drive Accountability
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Are we Missing an Opportunity?
� Using Performance Management
� Only 47% agree that their Organization use Performance Management
to Close Accountability Gaps
� Using Coaching
� Only 38% Agree that their Organizations use Coaching to Close
Accountability Gaps
Use Coaching to Support Accountability
Yes
No
Use Performance Management to Support Accountability
Yes
No
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How can We Help Leaders
Become Great?
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Implications for Action
6 Actions that Can Help the
Middle 60% Contribute Like
the Top 20%
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“6 for 60”
1. Establishing Clear & Well-Aligned Goals
2. Addressing Differences in How Goals are to be Achieved
3. Advocating for Needed Resources & Abilities
4. Admitting Mistakes to Advance Problem Solving
5. Resolving Dilemmas
6. Coaching Accountable Action
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Further Exploration is Needed
� What Accounts for the Smaller
Relationship between Engagement
& Accountability among Middle
Managers?
� Are there Regional Differences?
� When Managers Resolve these
Gaps, what do They Do that
Accounts for Their Success?
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At Forum, we help our clients develop their leaders, managers and sales
teams to realize specific business objectives faster and more effectively.
We are proud to provide award-winning, comprehensive training
solutions backed by in-depth research to clients around the world.
Contact us: [email protected]
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