EAST HALL JAPAN LTD. EXPO S. 'HR EXPO EXPO AND Expo EXPO 2017
"The Rise of Employee Engagement, the Fall of Command and Control"- John Smythe, Connected Business...
-
Upload
engage4change -
Category
Leadership & Management
-
view
168 -
download
1
description
Transcript of "The Rise of Employee Engagement, the Fall of Command and Control"- John Smythe, Connected Business...
The rise of employee engagement, the fall of command and control John Smythe – Connected Business 2014 London Olympia convention centre
Read in NOTES pages format for script - note this material is the IP of
Engage for Change and can only be quoted from or used with clear visible note of the source
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
Velvet revolutions
Lech Walesa at Gdansk Shipyard addressing workers
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
3
Coincidental social upheavals?
Protestors gathering in Tahrir Square,
Cairo, Egypt
Demonstrators marching through Habib Bourquiba Avenue, Tunis
Political dissidents in Sana’a, Yemen demanding the resignation of the president
Protests in Duma, Syria
The Arab Spring
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
4
Why?
Why do people turn up every day for you?
Why do people give you their creativity?
Do they feel part of the mission or like ‘extras’?
Do you set sufficient direction without emasculating the talent?
When were you last really engaged, fired up, productive and enjoying it
What brought about your engagement?
t ngagesKyoK?W
5IP Engage for Change 2013
Which workers are most engaged and productive?
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
Those on a mission – what’s your compelling purpose?
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
8
How would you recognise an engaged person/group?
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
9
What do engaged people do?
Enjoy their work whatever they do Innovate & disrupt status quo Risk speaking upwards to challenge and innovate Make it safe for people to challenge up Self organise – less need for costly supervision Take responsibility Collaborate within & beyond their ‘border’ Resolve difficulties locally Awareness of personal limits Are generous with time and skills.
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 10
Generalists solve complex problems
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
11
Mercenaries
3%Disconnected
20%
Hostages
28%Fence-sitters
16%
Apostles
33%
Business case? – UK 25,000 workers YouGov/EfC
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 12
Engaging people in real work drives engagement
CBI: engaged employees take 2.9 sick days/disengaged 6.19 days
Towers Perrin: operating margins 3x higher in engaged workforces
M&S: stores with improving engagement delivered £62m more sales
Kenexa: In the US companies with engaged staff have highest customer sat
BAE: engaged staff reduced plane construction time 25%
BAE: same staff found £26m in savings in two sites
Gallup: disengaged organizations have 62% more accidents
Gallup: engaged staff say that work brings their creative ideas – 59% vs 3%
Aon Hewitt: engaged organizations give 22% higher returns to shareholders
Total UK: double digit £ms in efficiency savings + new revenue lines (Engage for Change data)
Kenexa – increased engagement could add £26B to UK GDP
(Engage for Success data)
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 13
1 Decision making pattern
2 Leaders’ presence
Two key ingredients of effective engagement for leaders
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
15
What is a decision/decision making?
Re-affirmation of intent A change to previous intent An invisible cognitive process
involving one person A visible social process
involving many
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 16
Tellingthe many what has been decided by the few
OUTCOMEHooligans orspectators
Sellingto the many what has been decided by the few
OUTCOMECompliant collaborators
InclusionDriving accountability down by implicating people as individuals in execution
OUTCOMEWilling collaborators
Co-creationJudging who will add value if included in front end decision forming for change & strategy
OUTCOMEPersonally committed reformers
My decision making pattern – GOD or GUIDE?
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
17
Choices of approach open to leaders
“There is a 5th way -they decide but don’t
even bother telling us”
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
Decision pattern
1 2
3
4
5
My decision making pattern
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision: a sharedstory
Consider who needs engaged in execution
How to engage & communicate- method- style
Learning fromlistening / observing
Decision pattern
1 2
3
4
5
My decision making pattern
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
20
Benefits of engaging in decision making upfront
Better decisions Faster execution through/with people More head space for you More trust for them Happier team
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
21
Three influences that shape my decision making pattern
1.Role models I have learnt from
2.Regional cultural differences
3.Organisational cultures
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgementApril 8, 2023 22
1 Role models I have learnt from
Jim Schiro
Patrick O’SullivanLloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie Scoular
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgementApril 8, 2023 23
Role models who you have learnt from…?
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
Sydney
24
2 Cultural influences on my decision making pattern
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 25
3 Organizational culture influences on my decision making
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 26
1 My decision making pattern
2 My presence
Two key ingredients of effective engagement for leaders
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgementApril 8, 2023 27
The minutiae of my personal presence
Manner & manners
Tone
Generosity
Mood & mood creep
Repetitive interactive performance styles
“your legacy precedes you”
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement© John Smythe 2013
EXPERT/ TEACHER
EVANGELIST
ONE OF THE GANG
MAVERICK
CONFIDANT
expansive
movement, engagingeveryone, eye contact
reflectingaudience
outside the circle
re-assuring
positive humour
mirrors jargon of audience,
street humour,
precise, repetitive,checkingstories, fables
challenger
secretive, soothing, low key
authority, expertfocus on transfer ofknowledge
upbeat, excitedsound bites, passion, loudhigh energy
irreverence, conspiring, low-key personal
cocky, irreverent
confessional, neutral, reflecting audience
TONE
BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
28
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement© John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE/FLIRT
LOBBYISTS
even, firm, unexcitable, measured
coquettish
two handed, embracing hand movements
pressing, firm,melodious
flatteringpersonal,humourous
simple
expert words, jargon, confidentialself confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha! smug still until the ambush
29
STYLE
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement© John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly distant, confident
credibility without ownership of the issues
aloof, dismissive,sweeping
openness,embracing
statuesque, slow motion
rigid, standing
presidential
accessible,collaborative,story telling
clipped,no humour
value-laden,well-chosen,well-versed,imagery,metaphor
straightforward, unambiguous, factual
STYLE
Our engagement styles help or hinder engagement
30
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgementApril 8, 2023 31
Employee Engagement
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 32
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior sponsor of Engage for Success
“employee engagement will become be one of the key health factors to be considered by shareholders” – the velvet revolution at work is becoming main stream
© Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgementDate of presentation
Insert filename here
33
1
33