Owning EmployeeEngagement

Owning EmployeeEngagement

ReMission Consulting, Inc.Dan Demers

Some of our clients …“Dan Demers withReMissionConsulting, is oneof the mostpowerful speakerswe have brought into work with the

ReMission Consulting

“Dan Demers withReMissionConsulting, is oneof the mostpowerful speakerswe have brought into work with the

teams on communication,negotiation and managingrelationships. He is an excellenttrainer, one of the best we havehad. We look forward to bringinghim back again.”

Steve C. Lieutenant US Navy SEALS

Engaged employeesdevote discretionary:o Efforto Creativityo Focuso Energyo and …

For them the workbecomes a key reward!

What do engaged workers look like?Engaged employeesdevote discretionary:o Efforto Creativityo Focuso Energyo and …

For them the workbecomes a key reward!

What do they want?

• Vision & Purpose• Trust• Fun• Meaningful work• Career

opportunities• Work/life balance• Ownership of role• Genuine influence

• Vision & Purpose• Trust• Fun• Meaningful work• Career

opportunities• Work/life balance• Ownership of role• Genuine influenceGallup - 2.5 million employees surveyed

How are we doing?• Highest scores

from managers• Lowest scores

from Millennials• Estimates of

costs - $8,500+per person

• Nominal gainssince late ‘90’s

• Highest scoresfrom managers

• Lowest scoresfrom Millennials

• Estimates ofcosts - $8,500+per person

• Nominal gainssince late ‘90’s

Gallup - 2.5 million employees surveyed

Engagement Requires Leadership Responsiblefor Primary Motivators

Engagement MindedManagement Group

Results• Revenue Grew 4X• 2/3 Less Turnover• 62% Safety Incidents

• Autonomy• Mastery• Purpose• Responsibility• Recognition

Engagement MindedManagement Group

Results• Revenue Grew 4X• 2/3 Less Turnover• 62% Safety Incidents

• Autonomy• Mastery• Purpose• Responsibility• Recognition

Cornell University Study• 320 Small Businesses• Half managed through “traditional” Command & Control• Half managed through autonomy/results Educe & Enroll

Bard, Deci, Ryan, “Intrinsic Need Satisfaction: Motivational Basis of Performance and Well-Being in two Work Settings,” Journal of Applied SocialPsychology 34 (2004)Pink, Daniel H. (2010). Drive – The Surprising Truth about what motivates us

Leaders Counter Most “Dis-engagers”• Command & Control

Managemento Micro-managemento Task orientedo No to low autonomy

• “Bad” Managemento Inconsistent directiveso No vision/directiono Arbitrary decisionso Incompetenceo Poor communication

• Inadequate pay & benefits• Poor work conditions• Antagonistic policies

• Command & ControlManagemento Micro-managemento Task orientedo No to low autonomy

• “Bad” Managemento Inconsistent directiveso No vision/directiono Arbitrary decisionso Incompetenceo Poor communication

• Inadequate pay & benefits• Poor work conditions• Antagonistic policies

Bosses with low to no self-awareness

5 Qualities Leaders MUST Sustain• Trust: in leadership,

management & peers• Development: career &

professional• Role in Success: clearly

understand how they impactclient & team

• Influence: genuinely informdecisions; impact goals, workconditions & duties

• Feedback: two-way, open,responsible communication

• Trust: in leadership,management & peers

• Development: career &professional

• Role in Success: clearlyunderstand how they impactclient & team

• Influence: genuinely informdecisions; impact goals, workconditions & duties

• Feedback: two-way, open,responsible communication

Trust in Leadership & Peers

Career Development

Understanding their Role w/Customer Success

Influence in Decision Making

Two-way Feedback

WANTDis-engagers

Lack of Individual Self-Awareness

Institutional Memory

Legacy Processes

PROBLEMSEduce & Enroll ManagementApproach• Clear standards• Ownership of goals• Transparency• Leadership

Managers who epitomize:• Self-Awareness• Accountability• Commitment to Results• Service to TEAM

SOLUTION

Addressing Cultural & OrganizationalAddressing Cultural & OrganizationalDisengagementDisengagement

Trust in Leadership & Peers

Career Development

Understanding their Role w/Customer Success

Influence in Decision Making

Two-way Feedback

Dis-engagers

Lack of Individual Self-Awareness

Institutional Memory

Legacy Processes

Educe & Enroll ManagementApproach• Clear standards• Ownership of goals• Transparency• Leadership

Managers who epitomize:• Self-Awareness• Accountability• Commitment to Results• Service to TEAM

Clear Standards are the Foundation• Without foundation of

Standards, GOALS becomemeaningless

• Standards are “pay toplay”

• GOALS are “aspirational”and drive pursuit ofmastery

• GOAL alignment fosterstrust and purpose

• Consistent success w/standards a must forautonomy

• Without foundation ofStandards, GOALS becomemeaningless

• Standards are “pay toplay”

• GOALS are “aspirational”and drive pursuit ofmastery

• GOAL alignment fosterstrust and purpose

• Consistent success w/standards a must forautonomy

Goals Become the Primary CoachingGoals Become the Primary CoachingMechanismMechanism

SMARTER Reward for hitting; Never

punitive for missing Transparently shared across,

up and down the enterprise Basis of Dashboards Must be aligned with strategic

vision of company

SMARTER Reward for hitting; Never

punitive for missing Transparently shared across,

up and down the enterprise Basis of Dashboards Must be aligned with strategic

vision of company

Increase CustomerSatisfaction

The Smartest, FastestGrowing Sales Region in the

Country

Consistent RecruitingConsistent Activity& Accountability

Relationship BaseCultivation

Effective CommunityOutreach

Goal Alignment &Transparency ExampleDashboard: Month 4

Daily Data Entry 12 Hour Responses Produce OneMeeting/ Mth

CoordinateSchedules

OPERAT

IONS

Produce OneMeeting/ Mth

CoordinateSchedules

10 New;20 Old Touches

Avg. 5 CMA/mthMeaningful sales

meetings1+ Recruit All in by Fall

10 business/home owners; 10postcards/10 emails

2FSBOs / 3 Referrals100% attend

Ask everyone/ visitw/ old colleagues AHA ELT volunteer

OPERAT

IONSS

ALES

Individual Sales Person

• Seek input on GOALS ofdepartment

• Delegate with an eye toenrolling vs. orderingstaff

• Operate withINTEGRITY in all you do

• Communicate clearexpectations ofstandards

• Delegation Mastery4/16 Woburn, MA

Tactical Steps to Take NOW!

I was highly skeptical ReMission coulddo what they claimed. Having earnedan MBA and sat through manyleadership seminars, I was blownaway. I learned things about myself, asa sales leader, colleague and moreimportantly, as a husband and father.Absolutely amazing.

Peter Z. , Senior Account Manager,Top 5 Global Research Firm

• Seek input on GOALS ofdepartment

• Delegate with an eye toenrolling vs. orderingstaff

• Operate withINTEGRITY in all you do

• Communicate clearexpectations ofstandards

• Delegation Mastery4/16 Woburn, MA

I was highly skeptical ReMission coulddo what they claimed. Having earnedan MBA and sat through manyleadership seminars, I was blownaway. I learned things about myself, asa sales leader, colleague and moreimportantly, as a husband and father.Absolutely amazing.

Peter Z. , Senior Account Manager,Top 5 Global Research Firm

ReMission Culture & Leadership : Case Studies

Exit Great BeginningsReal Estate

• Medium-size residential RE officesstruggling with profitability

• Sales & Ops teams operating w/no realoversight, standards or goals

• Many “top players” no true coaches

1 Year + RESULTS:

• Establishment & Adherence to Standards &Goals

• 100%+ increase in revenue• 200%+ increase in sales staff• Nationally recognized as top performing

region

Global Protection Corp.Manufacturing & Distribution

Case Study• Successful, entrepreneurial firm• Operations working in ad hoc, project

management approach• Business Development lacking leadership &

systemized process

120 Day+ RESULTS:• 40%+ increase in gross revenue growth• Formal reporting systems in place• Business Development process completed• Key Leadership roles filled

Exit Great BeginningsReal Estate

• Medium-size residential RE officesstruggling with profitability

• Sales & Ops teams operating w/no realoversight, standards or goals

• Many “top players” no true coaches

1 Year + RESULTS:

• Establishment & Adherence to Standards &Goals

• 100%+ increase in revenue• 200%+ increase in sales staff• Nationally recognized as top performing

region

Global Protection Corp.Manufacturing & Distribution

Case Study• Successful, entrepreneurial firm• Operations working in ad hoc, project

management approach• Business Development lacking leadership &

systemized process

120 Day+ RESULTS:• 40%+ increase in gross revenue growth• Formal reporting systems in place• Business Development process completed• Key Leadership roles filled

ReMission ConsultingDan Demers

President, Senior Facilitatordan@ReMissionConsulting.com

Sun Kay ChuTraining Director

sunkay@ReMissionConsulting.com

Delegation Mastery April 16, Woburn MADiscount Code: NAGLER for 50% off