BlessingWhite MENA

Everything we do ties to our mission of

Reinventing Leadership and the Meaning of Work.TM

We know how to impact your bottom line

by engaging and developing your leaders and employees.

Contents

Section 1: About BlessingWhite

Section 2: Leadership Development

Executive Coaching High-Performance Culture Scan™ High-Performance Leadership Assessment™ Influencing Across the Matrix Leading in a Virtual Environment™ Leading Out Loud™ Leading Technical Professionals™ The Kai Method Senior Team Consulting Why Should Anyone Be Led by you? ™

Section 3: Employee Engagement ADUKG’s Employee Engagement Model Employee Engagement Suite EE Toolkit The Engagement Equation (from Managers) Driving Engagement Helping Others Succeed ® Taking Control of Your Engagement Career Suite

It’s Your Career Career Coaching for Managers The Career Portal

Fast Start® MPG®: The Success Connection Putting Values into Action™

Section 1:

About Us

Who We AreBlessingWhite is a global consulting firm dedicated to

creating sustainable high-performance organizations.

We provide consulting, processes, tools and training to:

• Create high-performance cultures that drive bottom-

line results and reinforce your organization’s mission

and values.

• Develop leaders at all levels who can manage the

business and inspire your employees.

• Align employee self-interest, energy and talents with

your organization’s strategy.

Fast Start© BlessingWhite 2011

We Led the Way That Others Now FollowWhile everyone else was talking about managing

down, managing up, managing performance,

managing talent and managing change, we’ve been

helping organizations create successful employee/

leader partnerships focused on what matters most.

BlessingWhite was founded on the premise that individuals and organizations can achieve extraordinary results when both are clear on what they want, talk about it and take action together.

What Makes Us DifferentFounded in 1973, employee-owned since 2001... We have a proven track record, a committed

workforce of employee-owners and the

freedom to provide cutting-edge solutions.

Starting with two men (Blessing and White) who had a revolutionary idea… We have made a difference for thousands of clients

and more than 3 million individuals worldwide.

Expanding capabilities with continued focus on what we do best... We are the experts in helping you execute your business strategies through your people.


We’re Not All Things to All PeopleOur clients know that when they need more than buzzwords,

we offer expertise.

When they call, we have the answers for:

• Organizational Culture • Leadership Development • Coaching • Team Dynamics • Leveraging Technical Talent • Career Development • Performance Management • Employee Engagement

We Know What WorksWe provide the following to support our expertise:

Organizational Diagnostics to take a reality check, identify critical

leverage points for superior performance and measure the impact of

training and OD initiatives.

Consulting with Senior Teams to ensure collaboration and clarity

about what your organization stands for, where your organization

wants to be and how it needs to move forward.

Executive Coaching and Assessments to help individual leaders

manage the business and inspire employees.

Development Processes to equip leaders at all levels to execute

strategy, build commitment, leverage their team’s expertise and

coach for superior performance.

Alignment and Engagement Processes to focus individual talents and

interests in a way that delivers the results you need and shapes the

work employees love.


But Wait, There’s More...Thought Leadership Our regular workplace studies build on the ground-

breaking work of our founders. We share our insights with the business

community and weave our research findings into all that we do.

The Right Solutions Our consultants are experienced in shaping and

implementing effective workforce initiatives to address the most daunting

business challenges and reach peak business performance.

Versatility We have more than 30 years of experience working with clients

to provide unique solutions that drive your business and complement your existing initiatives. We will meet your needs for quality, budget and timing.

Smooth Implementations We don’t sell and walk away. We’re small

enough for personal attention, large enough to support organization-wide

implementations.

Where You Need Us to Be We’re global, with a worldwide network of

professional consultants and trainers.

Here Because of You BlessingWhite’s legacy of service excellence and

workforce of tenured employee-owners mean unparalleled commitment to

your success.

We’ve made a difference with clients across six continents.

Known by the Companies We KeepWe’ve worked with thousands of organizations across a wide range of industries,

government agencies and not-for-profits. We’ve partnered with a long list of

Fortune 500 companies. We are honored to have worked with household

names, innovators, movers and shakers.

New clients join us each year, often at a major crossroads, to build high-

performance cultures, create leadership breadth and depth and achieve

employee engagement. Give us a call. We’ll happily name some names or

tell some tales.

Better still, let’s talk about how we can help you make a difference.

Some of our clients...

Section 2:

Leadership

Executive CoachingProviding the Customized Impact Executives Need

Executives face tremendous pressure and visibility inside and outside the company. To be successful, they must inspire vision, demonstrate extreme competence and sustain commitment amidst intense competitive and rapidly-changing conditions. To keep pace with the demands and complexity, they need specialized support. Training isn’t enough. Executive coaches bring candor, objectivity, confidentiality, fresh perspectives, expertise and a breadth of experience in different organizational cultures, industries and business environments.

Executive Coaching Gets ResultsExecutive Coaching outcomes include…

• Increased effectiveness and retention of key leaders

• Improved business results

• Increased employee engagement

- Retention of leaders’ direct reports and colleagues

• Increased senior team effectiveness, cross-functional

collaboration and credibility


High-Performance Culture Scan™

In any organization, senior executive teams make constant choices about the array of possible strategies and change initiatives available. Having the right kind of data available is crucial for choosing wisely. The High-Performance Culture Scan™ equips senior leaders with powerful insights into their organization… and themselves.

VALUABLE INFORMATION TO CONFRONT KEY CHALLENGES

High-performance culture initiatives need a baseline to define progress. Through examination of current behavior and leadership practices, the High-Performance Culture Scan provides a sanity check about current alignment with espoused mission and helps executives prioritize gaps and opportunities.

Efforts to drive strategic direction depend on understanding varying perspectives about the organization’s mission and direction. The High-Performance Culture Scan gathers meaningful examples of current practices that illustrate core organizational drivers and hindrances to the success of new strategies or direction.

Assessments of overall organizational success are both richer and more nuanced when the organization’s top leaders can take an objective perspective. Examining both the organization’s focus on results and its focus on culture, the High-Performance Culture Scan identifies critical gaps and issues.

Improving senior team effectiveness can be a complex undertaking. The High-Performance Culture Scan improves clarity by illustrating the impact of senior team behavior on the larger organization, illuminating points of disunity or suboptimal senior team function and inspiring top leaders to focus on their individual and team effectiveness.

A UNIQUELY COMPELLING POINT OF VIEW

The 4th Quadrant integrates an organization’s focus on performance and results with a purposeful focus on its culture. We developed the High-Performance Culture Scan to yield a deep, multi-perspective organizational assessment and to provide senior executives and HR sponsors with actionable ways to become a 4th Quadrant organization.

A COMPREHENSIVE AND CUSTOMIZABLE PROCESS

The High-Performance Culture Scan uses three methods for gathering data about your organization:

• On-line employee surveys to collect a broad range of perspectives

• Focus groups to gather stories and examples

• One-on-one interviews to gather the most specific and candid information

The High-Performance Culture Scan begins when the senior leader invites employees to complete a 10- to 15- minute on-line survey. Survey items measure:

• Overall employee commitment

• How well leaders and employees “walk the talk” of the organization

• Which business practices align with the organization’s core drivers (mission, values)


High-Performance Leadership Assessment™

Business Aptitude

Responsibility

Clarity

InternalAttunement

Trustworthiness

ExternalAttunement

Depth

Empathy

Competence Connection

Leaders are often viewed as either “results” or “people” oriented. While traditional management skills and business competence get leaders promoted, our research — comprising a data set of nearly 1,400 leaders and 8,000 feedback providers — indicates that being trustworthy, showing empathy and creating meaning are the characteristics that differentiate truly exceptional leaders.

Clearly, leadership isn’t an either-or proposition. High-performing leaders we’ve studied integrate several

seemingly contradictory leadership characteristics. Our High-Performance Leadership Assessment measures a leader’s ability to demonstrate – and effectively integrate – the paradoxical leadership characteristics of competence and connection.

COMPETING DYNAMICSCompetence is the ability to drive results using business acumen, job-related expertise, sound reasoning, clear communication and accountability to deliver on promises.Connection is the ability to create trusting, inspiring

relationships with followers by demonstrating commitment and passion, linking personal convictions to the organization’s mission and values and behaving consistently with one’s own stated values.

High-performance leaders bring together both competence and connection. This competing dynamic is essential for inspiring followers, creating an environment that encourages innovation and delivering sustainable business results.

THE HIGH-PERFORMANCE LEADERSHIP ASSESSMENT REPORT

Each leader receives a confidential feedback report that shows the leader’s own ratings and the ratings of the feedback-givers. The report includes three sections:

• Category Summary. Numerical scores with a bar chart visual compare the leader’s self-assessment with average ratings by others on how strongly the leader demonstrates each of the eight categories. The category summary also includes the numerical difference between the leader’s rating and the average of others’ ratings.

• Ratings by Item. Each of the categories includes 5 to 8 questions, or items. Numerical scores and a bar chart visual show the leader’s self-assessment and average ratings by others on how strongly the leader demonstrates each of the specific behaviors. The report also shows the numerical difference between the leader’s rating and the average of others’ ratings.

• Range of Responses by Item. While averages of others’ feedback give the leader a snapshot of how his or her self-perceptions match those of others, averages are not sufficient to convey how similarly each feedback giver experiences the leader. The Range of Response by Item section of the report graphically depicts the spread of numerical ratings received from each anonymous feedback provider. This visual allows the leader to spot patterns in others’ perceptions.


Influencing Across the Matrix

OVERVIEW OF THE WORKSHOP

Working in a matrix environment, where reporting structures are blurry, where one is often responsible for engaging others in tasks and processes with little formal authority or power, where teams are ever-shifting and changing, has become a challenging, daunting reality for many of today’s professionals.

Influencing Across the Matrix will help individuals tasked with navigating this environment to gain a better understanding of the matrix structure and its subsequent benefits and challenges, while building skills to help them move through it more effectively. Participants will explore and develop skills and strategies of persuasive communication, understanding of the individual and the situation, networking and influencing that have become increasingly important and critical to both individual and organizational success.

FEATURES AND OUTCOMES

On-line Prework

• Influencing Skills Self-Assessment

• Solicited feedback from up to 5 colleagues

• Identification of real-world situations to be leveraged throughout the workshop

Highly interactive, practice-based modules

Focus on applying skills and strategy to real-world situations, for immediate transfer of learning

Commitment to taking concrete actions post-session

Outcome:

Attendees will walk away being better equipped to navigate a matrix environment, where they may have little positional power. They will be able to form stronger networks across the organization and more effectively build sponsorship for their ideas, gain stakeholders’ buy-in and support, solicit the cooperation of others and drive their priorities. They will do so through building trust and credibility, thoroughly assessing the style and needs of those being influenced and skillfully applying core communication techniques

Audience: professionals, individual contributors, team leaders

Length: 2 days


Leading in a Virtual Environment

Building Effective Working Relationships Across Distance

In today’s large, global organizations, the sun never sets. Increased globalization leads to an increase in the number of employees who work in locations that differ from their leaders. As a result, virtual leadership has become the norm in many organizations.

There are many advantages to virtual leadership, but also many challenges for both the virtual leader and the associate. Research tells us that a virtual leader needs to have stronger management skills and strategies that are different from a leader who has employees in the same location. Virtual leaders need to place greater emphasis on trust and communication in order to successfully lead a virtual team.

As a COACH, a virtual leader:

• Reinforces a foundation of trust

• Leverages strong communication

• Maximizes a virtual employee’s contribution and satisfaction

As a CONNECTOR, a virtual leader:

• Connects team members to one another

• Connects team members to pertinent information that will increase their contribution or satisfaction

• Connects team member to cross-functional groups and other leaders within the organization

As a CAMPAIGNER, a virtual leader:

• Increases visibility of his/her team to the larger organization to enhance the team’s influence and foster recognition and career opportunities for the team members

• Communicates the needs of the team and influences decision-makers to obtain necessary resources the team’s success

WORKSHOP OUTCOMES

After the workshop, participants will be better able to:

• Increase the environment of trust and productivity with virtual team members

• Use four Critical Communication Skills essential to virtual leadership

• Apply feedback from virtual associates and be equipped to lead productive Virtual Partnership Discussions

• Develop best practices for virtual team meetings and conference calls

• Lead virtually with more effectiveness as Coach, Connector and Campaigner

• Develop strategies and carry out action plans for enhancing their own virtual leadership style and practices


Leading Out Loud™

SUCCESSFUL CHANGE REQUIRES WORKFORCE COMMITMENTToday’s business executives need to be masters of change in new ways. Rather than issue orders, they must first determine what is needed in their organization to serve the marketplace and then adeptly drive change by encouraging vision and innovation within their teams. What’s the difference between change that delivers bottom-line results and initiatives that fall short? The genuine commitment of those charged with implementation. And winning that commitment is by no means a given in an increasingly uncertain and cynical business environment.

LEADERS GO FIRSTCynicism and uncertainty aren’t the only things standing in the way of workforce commitment. People are looking for meaning at work beyond the traditional definitions of job satisfaction, compensation and benefits. How does a leader obtain committed action in this environment? It takes a lot more than merely communicating strategic objectives. It takes personal connection — continuous and consistent personal connection.

Inspiring leaders look inward and connect their business messages with what they deeply believe in and care about. They create shared purpose by engaging the hearts and minds of others. This kind of leadership earns commitment and provides the meaning that fuels maximum contribution.

YOUR PARTNER IN DEVELOPING LEADERS WHO CAN DRIVE CHANGEBlessingWhite’s leader development program, Leading Out Loud, is based on the book by veteran communication consultant Terry Pearce. It is designed to develop leaders who can drive business results through authentic communication.

“Communication is the primary tool that leaders have to bridge vision and strategy to others’ actions,” asserts Pearce. “Learning how to craft, clarify and hone leadership messages is a discipline that enables leaders to analyze and act on all situations more effectively.”

After the Leading Out Loud intensive, in-person workshop, your organization’s leaders will be better able to:

• Integrate their personal convictions with business priorities

• Inspire others to action and ownership in creating positive change

• Create an environment of openness and candor, unleashing more ideas and breakthrough innovation

• Motivate others in team meetings, coaching situations, presentations and one-on-one conversations

• Earn deeper trust and commitment from employees, colleagues and customers

• Lead change effectively with or without position power.

OUTCOMESTo move your organization forward, your top leaders and executives need to be leaders who can gain true commitment versus mere compliance. Leading Out Loud™ will help them focus energy and sustain morale through volatile business cycles and achieve lasting results.

Participants in the workshop leave with:• A clearer leadership point of view

• A pragmatic communication framework for inspiring committed action

• A new standard of leadership integrity and constructive dialogue with senior executives, colleagues, direct reports and even customers and shareholders

• Real progress on a current business challenge or opportunity to move the organization forward.

“It’s about more than skill... it’s about character. Because leadership today starts with a decision, not a promotion.”

Terry PearceLeading Out Loud



Why Should Anyone Be Led By You?™

Leadership is a relationship between leaders and followers. It, like all relationships, is a somewhat fragile condition and needs to be carefully, constantly cultivated. Yet too many leaders hone prescriptive behaviors outside the context of their followers, emulating celebrity CEOs and bosses they admire. They try to be people they aren’t and as a result, they often fail. If they fail, your organization will, too.

GREAT LEADERSHIP EXCITES PEOPLE TO EXCEPTIONAL PERFORMANCESuccessful leaders modify their behavior to respond to the needs of their followers and the circumstances they encounter – while simultaneously remaining true to who they are. They produce results by being crystal clear on their unique differentiators and by addressing the four critical needs of their followers:

Community. Followers long for a sense of belonging, to feel part of something bigger. Leaders must help them connect to others (not just to the leaders themselves) as well as to the overarching purpose of the organization.

Authenticity. Followers choose to be led by humans, not titles or credentials. Leaders must be able to identify and deploy their personal differences, foibles and strengths to inspire employees to apply their energy and talents. Significance. Followers want to believe their efforts matter. Leaders need to recognize contributions in a meaningful way, with highly personalized feedback.

Excitement: Followers need a spark to trigger their exceptional performance. Leaders who articulate their own passion, values and vision provide the energy and enthusiasm employees hunger for.

Successful leaders can answer the question “Why should anyone be led by you?” with confidence.

AN ENGAGING DEVELOPMENT APPROACHWhy Should Anyone Be Led by You? is grounded in the research and thought leadership of professors Rob Goffee and Gareth Jones, authors of the best-selling Harvard Business Review article and book of the same name. BlessingWhite’s 38-plus years of experience with thousands of clients worldwide ensures that this blended learning experience is engaging, relevant, sustainable, flexible and effective.

We will work with you to create a mix of consulting, content and tools to reflect your organization’s most pressing business priorities, culture and workforce.

Key Concepts

The CASE Framework… A practical way for leaders to understand the needs of their followers (community, authenticity, significance and excitement) and re-evaluate their approach to leadership

Be Yourself – More – With Skill… Three authentic leadership practices:

• Become a Situational Sensor

• Know and Show Yourself Enough

• Communicate with Care

Core Methodology

• An online learning component to make the most of leaders’ face-to-face action learning experience

• An intensive working session in which short bursts of learning alternate with in-depth business issue analysis and concept application

• A simple online feedback process that offers a reality check on the needs of leaders’ followers and focuses leaders’ personal development strategies

• Peer coaching and community building

To silence a room of executives ask them, “Why would anyone want to be led by you?”

London Business School professor Rob Goffee and Centre for Management Development fellow Gareth Jones have studied this leadership question for the better part of a decade, writing a Harvard Business Review article and best-seller of the same name.

Now BlessingWhite can help your leaders put Goffee and Jones’ findings into practice.

What Leaders Say About Their Experience

“Fantastic experience, compelling content.”

“I will return to the office and begin leveraging what I have learned immediately because we used a live project in the learning process.”

“The model is easy to understand, implement and exercise. The CASE framework put much needed structure around the concept of leadership.”

The Out-thinker Process

Innovation rarely happens by accident, especially once an organization or team is executing. We tend to think that it’s a magical property that leaders and teams either have or will always lack. But as Kaihan Krippendorff’s work shows, the traits and behaviors for innovation can be cultivated through a purposeful process using proven principles and stratagems. The Out-thinker Process equips leaders and their teams with a practical, repeatable method to develop and adjust an innovative strategy that helps them outthink and outperform their competition.

Times of major change, like the one we are experiencing today, disturb the order of power. They divide leaders into those flexible enough to embrace new perspectives (“out-thinkers”) and those who work within old points of view (“thinkers”). The success of organizations and careers depends to a great extent on the ability to shift a paradigm and inspire others to do the same.

This session draws on the study of hundreds of history’s most competitive companies from Wal-Mart and GE to Google and Baidu. It shows that businesses unlock breakthrough growth when a team of leaders collaborates to shift their perspectives and thereby see strategic options that their competitors overlook.

It packages a set of simple strategizing tools that help a team collaboratively define a creative growth strategy by facilitating a five-stage process:

1 Reach discontent: how efficiently bring a team to accept that change is necessary and agree on a key strategic growth question

2 Explore options: seven key strategic questions to ask to inspire others to see creative strategic possibilities

3 Achieve strategic clarity: rapidly isolate options with the greatest growth potential then set strategic priorities

4 Achieve break-out: enroll key take-holders to build support for innovation

5 Consolidation: establish three fundamental sources of long-term competitive advantage

A Strategic and Innovative Thinking Workshop Out-think the Competition®

“ All innovations start when someone experiences a Shift by naming something,

categorizing it, or seeing a use for it in a novel way and then convinces others to experience

the same Shift. It is the aim of this book to help you understand how to cause the

Shift in yourself, your organization and your environment . . . to become a more effective

innovator, better skilled at changing the world.”


Helping Others Succeed®

BlessingWhite workplace surveys confirm that people want work to be challenging, interesting and meaningful. Helping Others Succeed can help your workforce achieve

that goal — while helping you deliver on your top business priorities.

A PROCESS THAT WORKSHelping Others Succeed is a systematic, ongoing process of feedback, analysis, planning and action that enables managers to establish and strengthen coaching relationships. It takes the guesswork out of determining individual coaching preferences by engaging employees inthe coaching relationship. It demystifies the coaching process and provides a framework that mirrors what the best coaches do intuitively. As a result, managers are more confident, comfortable and competent in doing what they know they should be doing more of — coaching, not directing, their people.

OUTCOMESClarity, relationships, dialogue and action drive business results. Without these elements, the best business strategies will falter. It’s up to managers to put the pieces together. They can’t do it if they can’t — or won’t — coach. Helping Others Succeed can make the difference with managers at all levels, regardless of their skill, tenure and confidence.

Managers will be able to:

• Create an environment where ideas, feedback and concerns are freely discussed

• Increase their personal satisfaction and success

• Deliver on the needs of their organization and keep individual team members energized

• Make the most of their team members’ unique talents

• Build their teams’ “bench strength”

• Retain top talent

Their employees will:

• Be more productive and produce higher-quality work

• Attain greater satisfaction

• Develop and grow professionally

• Be able to achieve their personal goals while delivering on the organization’s

• Experience an increased sense of ownership to

• Multiply their reasons to stay — and stay engaged

What Leaders Have to Say About Their Experience“I valued the shift from ‘problem solving’ mode to ‘coaching mode’

— a fundamentally different way of being.”

“The real examples and peer coaching were great. The assessment was valuable and I’ll use it with my other team members.”

“This was an awesome class. It gave me a clear, defined process that’s very do-able.”

Organizations use Helping Others Succeed to:

• Build a high-performance organization

• Create a coaching culture

• Align and engage their workforce

• Maximize their performance management system

• Focus employee contributions on what matters most

• Become more flexible and adaptable

• Encourage innovation and risk taking

• Retain top talent



Leading Technical Professionals™

UNIQUE CHALLENGESLeadership is not easy. Most managers feel the squeeze of being on the front line. They must execute ambitious business strategies with fewer resources, connect with customers and keep their teams motivated and productive — while simultaneously extinguishing the “fires” that crop up each day.

BlessingWhite’s recent study of nearly 900 leaders of technical professionals indicates that the challenges faced by individuals leading technical professionals are even more complex.

MISSION CRITICAL PROJECTSMore than ever, the expert team members whom they lead — such as programmers, engineers, scientists and financial analysts — are relied on to innovate, keep every part of the business running and rapidly transform new ideas into faster, better, cheaper, smaller or easier products and processes.

COMPETING PRIORITIESAs experts themselves, leaders of professionals often maintain project responsibilities. While they guide the daily work and development of their team members, they must also complete their own assignments and keep up-to-date with industry advances.

UNIQUE TEAM MEMBERSOur two decades of research and experience confirm that technical professionals bring unique capabilities, values and expectations to the workplace. Leading these smart, highly skilled team members requires adept leadershipmaneuvers. This is no small feat for managers who are often promoted because of their exceptional technical capabilities, not people skills.

A UNIQUE PROCESSLeading Technical Professionals™ equips managers with skills and strategies for making the most of the expertise, independence and confidence of today’s specialized knowledge workers.

Section 3:

Engagement

BlessingWhite’s Employee Engagement Model

To learn more about BlessingWhite’s engagement model and best practices, download recent research from our Web site: www.blessingwhite.com/research

Organizations are keen to maximize the contribution of each individual

toward corporate imperatives and metrics. Individual employees,

meanwhile, need to find purpose and satisfaction in their work.

Consequently, BlessingWhite’s engagement model focuses on an

individual’s:

• contribution to the company’s success

• personal satisfaction in the role.

We believe that aligning employees’ values, goals and aspirations

with those of the organization is the best method for achieving the

sustainable employee engagement required for an organization to

reach its goals.

Full engagement represents an alignment of maximum job satisfac-

tion (“I like my work and do it well”) with maximum job contribution

(“I help achieve the goals of my organization”). The index we use

to determine engagement levels contains items that reflect the two

axes of contribution and satisfaction. By plotting a given population

against the two axes, we identify 5 distinct employee segments.

Description

These employees are at “the apex” where personal and organizational interests align. They contribute fully to the

success of the organization and find great satisfaction in their work. They are known for their discretionary effort

and commitment. When recruiters call, they cordially cut the conversation short. Organizations need to keep them

engaged, because they can transition over time to any of the three adjacent segments, a move that would likely

impact workforce morale and the bottom line.

A critical group, these employees are among the high performers and are reasonably satisfied with their job. They

may not have consistent “great days at work,” but they know what those days look like. Organizations should

invest in them for two reasons: They are highly employable and more likely to be lured away; they have the

shortest distance to travel to reach full engagement, promising the biggest payoff.

Honeymooners are new to the organization or their role — and happy to be there. They have yet to find their

stride and clearly understand how they can best contribute. It should be a priority to move them out of this

temporary holding area to full alignment and productivity. Hamsters may be working hard, but are in effect

“spinning their wheels,” working on non-essential tasks, contributing little to the success of the organization.

Some may even be hiding out, curled up in their cedar shavings, content with their position (“retired in place”).

If organizations don’t deal with them, other employees may grow resentful or have to pick up the slack.

Disillusioned and potentially exhausted, these employees are top producers who aren’t achieving their personal

definition of success and satisfaction. They can be bitterly vocal that senior leaders are making bad decisions or

that colleagues are not pulling their weight. They may leave, but they are more likely to take a breather and work

less hard, slipping down the contribution scale to become Disengaged. When they do, they often bring down

those around them.

Most Disengaged employees didn’t start out as bad apples. They still may not be. They are the most disconnected

from organizational priorities, often feel underutilized and are clearly not getting what they need from work.

They’re likely to be skeptical and can indulge in contagious negativity. If left alone, the Disengaged are likely to

collect a paycheck while complaining or looking for their next job. If they can’t be coached or aligned to higher

levels of engagement, their exit benefits everyone, including them.

Level

A The Engaged: High contribution & high satisfaction

B Almost Engaged: Medium to high contribution & satisfaction

C Honeymooners & Hamsters: Medium to high satisfaction but low contribution

D Crash & Burners: Medium to high contribution but low satisfaction

E The Disengaged: Low to medium contribution & satisfaction

Full Engagementoccurs at the alignment of maximum job satisfaction and job contribution


CapabilityPopulation Features

Employee Engagement Diagnostic, a short online survey, with analysis and reporting, to provide a snapshot of who’s engaged, who’s not, and why. Recommendations and consulting focus on identifying immediate actions, not just cascading communications of results.

Executive Coaching, personalized 1-on-1 development for leaders who need to increase their effectiveness as individuals and/or part of a team.

Engagement Audit to review existing survey data and related workforce metrics, run focus groups/interviews, and recommend a comprehensive approach for increasing engagement. Includes a facilitated action-planning session with key influencers or executive team.

The Leader’s Role in Engagement, an interactive session that helps leaders:•Buy in to the business case for engagement•Understand what engagement is – and isn’t•Become familiar with common engagement drivers•Clarify the role leaders at all levels need to play in building a culture that fuels engagement.

Leading Out Loud, an intensive working session equipping leaders with a practical communications approach that ensures employees understand what to do and care enough to take action. Optional leadership assessment available.

Why Should Anyone Be Led by You?, a leadership workout experience that equips leaders to create meaning for employees, build community, and excite the workforce to exceptional performance.

Business Unit Action Planning, a facilitated session to equip leaders with a framework to communicate engagement data and to craft strategies and next steps based on their area’s data. Can be run with The Leader’s Role and other engagement solutions.

Driving Engagement, an experience that helps leaders understand the factors that influence engagement, create individualized engagement partnerships, and apply engagement essentials in their daily leadership. Leaders conduct engagement partnership discussions based on non-anonymous feedback after the session.

The Engagement Equation for Managers, a workshop that helps leaders understand the factors that influence engagement, increase their own satisfaction/contribution, create targeted engagement strategies, conduct engagement reviews, and create a team environment that fuels engagement.

Career Coaching, a learning experience that equips leaders with a greater understanding of today’s career landscape and tools for supporting individuals’ aspirations and growth – even when few “traditional” career opportunities exist.

Chief Engagement Officers & Executive Sponsors

Executives

Executives, Senior & Mid-Level Leaders (Managers of Managers)

Front-Line Leaders

•Alwayscustom

•Customanalysis

•Highlightsresearch•Virtualorin-person delivery (2 hrs – ½ day)•Customizedtolinkto business issues

•2-to3-dayworkshop

•Alwayscustom•Individualizedplans

•Blendedlearning•1-to2-dayworkshop

•Alwayscustom•½daymeeting•FollowsEngagement Diagnostic

•Blendedlearning•1-to2-day“workout”

•Blendedlearning•1-dayworkshop•Tailoredtoreflect engagement data

•Blendedlearning•Virtualorin-person delivery (2 hrs – ½ day)

BlessingWhite’sSuite of Engagement Solutions

CapabilityPopulation Features

Helping Others Succeed, a systematic, ongoing process of feedback, analysis, planning and action that enables managers to establish and/or strengthen coaching relationships. It takes the guesswork out by determining individual coaching preferences. HOS “demystifies” the coaching process and provides structure and a framework that mirrors what the best coaches do intuitively.

It’s Your Career, a learning experience that provides employees with insights and tools for successful career management. Three core concepts: Know yourself, know your options, take action. Can be combined with a self-directed online portal of resources and activities.

Preparing to Engage, a workshop that equips managers with a toolkit for driving engagement among their team. An introduction to engagement, why it is important, and the manager’s role in driving engagement are all explored.

Taking Control of Your Engagement, a learning experience designed to help employees understand the factors that influence engagement, clarify the personal values that shape their satisfaction at work, consider the information and support they need to perform at their best, and identify actions to become more engaged.

MPG: The Success Connection, a development process that features detailed manager feedback, online activities, a workshop, and a structured employee-manager discussion to align employee interests and actions with organizational goals.

Engagement model, BlessingWhite’s proprietary “X” model that illustrates how engagement results from the intersection of employee and organizational interests and the achievement of maximum satisfaction and maximum contribution.

Career portal, with self-directed online tools to support a comprehensive career development initiative.

Engagement Champions, certification process that enables members of an organization to become experts in Employee Engagement using BlessingWhite’s proprietary methods, models, and resources.

Individuals

HR Leaders

•Blendedlearning•1-to1½-dayworkshop

•2to4hourworkshop

•Blendedlearning•Virtualorin-person delivery (2 hrs – ½ day)

•Alwayscustom•Individualizedplans

•Alwayscustom•Notsoldalone

•Licensing•Certification

•Blendedlearning•1-to2-dayworkshop

•Certification•Licensingofproducts and processes

Front-Line Leaders


Employee Engagement Toolkit for Managers

The Manager Toolkit is a comprehensive resource that helps leaders present the context of the initiative and prepare managers to discuss employee engagement with their teams, contemplate their own engagement levels and to develop strategies to drive their team’s engagement through 1-on-1 discussions.

It provides guidance and resources for them to work with their groups in reviewing data, identify areas for action planning and ultimately increase engagement in their teams.

Involving the team members in the process of driving higher engagement is key to this process, both in terms of individual commitment/involvement and in ensuring the individual manager does not shoulder the responsibility for single-handedly ratcheting up the engagement in the team.

The Toolkit explores:

The X model of Engagement

Understand the X model and the Levels of Engagement

Common Engagement Drivers:

- Organizational findings from recent diagnostic or engagement survey

- Drivers of satisfaction

- Drivers of contribution

The Managers Role:

Taking Control of Your Own Engagement

Coaching Your Team

The Manager toolkit is organized in 3 major components:

Preparing for Your Results Meeting During this facilitated session, managers will gain an understanding of their role in the whole process of driving engagement. As a group, they will work with an experienced facilitator to prepare for a successful session with their team.

Conducting the Results Meeting with their team: Managers can prepare to run either short sessions with their teams or, where appropriate run extended sessions Specifically they will review:

- How to share and explore the results with their team

- How to discuss actions that arise from these results

- How to agree upon and obtaining clear commitments to action.

For each aspect of these meetings, the toolkits provides sample language, gives suggestions for exercises that can be conducted with the team and incorporates other optional models to facilitate the session such as RACI chart, Fishbone Diagram, and SWOT Analysis.

Following up on Engagement Results Meeting

Managers need to ensure that agreed upon actions are occurring and that the team has the opportunity to continue to discuss and move forward in their engagement. The toolkit includes processes and suggestions on how to keep the engagement initiative alive over time.

The toolkit includes an Appendix with additional tools, insights and suggestions for the leader to effectively create an action plan which engages their team.


A BlessingWhite Fact Sheet

Engagement is a personal equation

shaped by individual employees’ unique

values, interests, talents, and aspirations.

Full engagement depends on employees

having a thriving personal connection with

their work and a belief that they have a

promising future in their organization.

Managers are uniquely positioned to

help their team members achieve full

engagement — and those who do so

consistently deliver results and retain

talent. The keys to their success? Strong,

trusting relationships with team members

and an intentional focus on increasing job

contribution and job satisfaction.

A WINNING FORMULA

The Engagement Equation™ is a four-

hour interactive workshop that equips

managers to enhance and sustain their

team’s engagement levels — maximizing

both performance and satisfaction — so

that their organization can build a vibrant

workforce, reach its business goals, and

achieve sustainable long-term success.

During the session, managers learn how

engagement drives business success.

They explore the five levels of employee

engagement and their associated core

drivers.

Managers then work individually and in

small groups to:

• Assess their own level of engagement and

identify actions they can take to improve it

• Consider their team members’

engagement levels

• Plan for an in-depth Engagement

Discussion with at least one team

member

• Develop a strategy and action steps

for achieving and sustaining high

engagement among all team members

• Learn and practice Engaging Essentials

— tools for aligning and building the

commitment of their team.

OUTCOMES

Managers will be better able to:

• Take accountability for their team’s

engagement levels

• Take control of their own engagement

• Create a team environment that fosters

the trust that feeds engagement

• Align the personal goals of their team

members with the organization’s priorities

• Build individualized strategies for helping

each team member increase both job

satisfaction and job contribution.

“It’s hard to argue with the accepted wisdom — backed by empirical evidence — that a motivated workforce means better corporate performance.”

“Employee Motivation: A Powerful New Model,” Harvard Business

Review article by Nohria, Groysberg, and Lee

Engaged employees are not just committed. They are not just passionate or proud. They have a line-of-sight on their own future and on the organization’s mission and goals. They are “enthused” and “in gear,” using their talents and discretionary e�ort to make a di�erence in their employer’s quest for sustainable business success.

BlessingWhite, Inc. State of Employee Engagement

2008

This workshop can be tailored to incorporate specific data from BlessingWhite’s Employee Engagement Survey or other external or internal employee survey tools.

THE ENGAGEMENT EQUATION™ DRIVING ENGAGEMENT

Engaged employees are not just committed. They are not just passionate or proud. They have a line-of-sight on their own future and on the organization’s mission and goals. They are “enthused” and “in gear,” using their talents and discretionary effort to make a difference in their employer’s quest for sustainable business success.


2011

This learning experience can be tailored to incorporate data from BlessingWhite’s Employee Engagement Diagnostic or other employee survey tools.

• Non-anonymous feedback from one or two employees to provide each manager with insights into employees’ understanding of organizational priorities, personal coaching needs and the manager’s coaching effectiveness

• A group learning experience, which builds on the prework and feedback insights, focused on three core concepts: Engage Yourself, Engage Individuals and Create an Environment that Fuels Engagement

• Execution of personal action plans and Engagement Partnership Discussions after the workshop

• Online tools to enable managers to gather feedback and conduct Engage ment Partnership Discussions with every member of their team

WHY ENGAGEMENT MATTERSThe more engaged the workforce, the more capacity it has to deliver on organizational imperatives. High employee engagement drives discre-tionary effort, innovation, customer loyalty, quality, productivity, profitability and retention of top talent. Yet in most regions of the world, only one in three employees is fully engaged.

ENGAGEMENT PARTNERSHIPS ARE CUSTOM BUILT“Off-the-shelf,” one-size-fits-all leadership formulas won’t deliver. Neither will techniques borrowed out of a great coach’s closet of success stories. The best manag-ers understand that what works great for one person can derail another. They coach everyone differently because everyone has unique personal motivators and needs. They establish excellent working relation-ships with every person on their team.

Individualized engagement partnerships help managers avoid dangerous assump-tions of who’s engaged and why. They provide a foundation of open dialogue that equips managers to successfully match individuals’ passions and proficiencies with organizational priorities and projects – to drive engagement.

OUTCOMESIndividuals will:

• Understand what engagement is and why it matters

• Learn the factors that impact engage ment and clarify their role

• Identify actions for taking control of their own engagement

• Prepare for an engagement partner ship discussion with at least one employee

• Identify actions they can take to establish trust, build confidence and unleash the potential of their team

• Be prepared to establish individualized engagement partnerships with every person on their team

THE MANAGER’S ROLESince engagement is a personal equation shaped by individuals’ unique values, interests, talents and aspirations, managers cannot make people more engaged. They can, however, align and coach individuals to higher levels engagement. They can also fuel their team’s engagement through their daily leadership actions. And they must manage their own engagement. A dead battery cannot jump start another.

A FLEXIBLE, SUSTAINABLE APPROACHDriving Engagement is a process that includes reflection, feedback, analysis, planning, practice and action. The core learning experience is an interactive workshop or combination of virtual and in-person modules. Online activities and tools help ensure relevant, effective group learning and enable managers to apply concepts back on the job with every person on their team.

A typical implementation features:

• Online preparation and self-assessment activities as prework


DRIVING ENGAGEMENT

Engaged employees are not just committed. They are not just passionate or proud. They have a line-of-sight on their own future and on the organization’s mission and goals. They are “enthused” and “in gear,” using their talents and discretionary effort to make a difference in their employer’s quest for sustainable business success.


2011


• Non-anonymous feedback from one or two employees to provide each manager with insights into employees’ understanding of organizational priorities, personal coaching needs and the manager’s coaching effectiveness

• A group learning experience, which builds on the prework and feedback insights, focused on three core concepts: Engage Yourself, Engage Individuals and Create an Environment that Fuels Engagement

• Execution of personal action plans and Engagement Partnership Discussions after the workshop

• Online tools to enable managers to gather feedback and conduct Engage ment Partnership Discussions with every member of their team

WHY ENGAGEMENT MATTERSThe more engaged the workforce, the more capacity it has to deliver on organizational imperatives. High employee engagement drives discre-tionary effort, innovation, customer loyalty, quality, productivity, profitability and retention of top talent. Yet in most regions of the world, only one in three employees is fully engaged.

ENGAGEMENT PARTNERSHIPS ARE CUSTOM BUILT“Off-the-shelf,” one-size-fits-all leadership formulas won’t deliver. Neither will techniques borrowed out of a great coach’s closet of success stories. The best manag-ers understand that what works great for one person can derail another. They coach everyone differently because everyone has unique personal motivators and needs. They establish excellent working relation-ships with every person on their team.

Individualized engagement partnerships help managers avoid dangerous assump-tions of who’s engaged and why. They provide a foundation of open dialogue that equips managers to successfully match individuals’ passions and proficiencies with organizational priorities and projects – to drive engagement.


• Understand what engagement is and why it matters

• Learn the factors that impact engage ment and clarify their role

• Identify actions for taking control of their own engagement

• Prepare for an engagement partner ship discussion with at least one employee

• Identify actions they can take to establish trust, build confidence and unleash the potential of their team

• Be prepared to establish individualized engagement partnerships with every person on their team

THE MANAGER’S ROLESince engagement is a personal equation shaped by individuals’ unique values, interests, talents and aspirations, managers cannot make people more engaged. They can, however, align and coach individuals to higher levels engagement. They can also fuel their team’s engagement through their daily leadership actions. And they must manage their own engagement. A dead battery cannot jump start another.

A FLEXIBLE, SUSTAINABLE APPROACHDriving Engagement is a process that includes reflection, feedback, analysis, planning, practice and action. The core learning experience is an interactive workshop or combination of virtual and in-person modules. Online activities and tools help ensure relevant, effective group learning and enable managers to apply concepts back on the job with every person on their team.

A typical implementation features:

• Online preparation and self-assessment activities as prework


A BUSINESS CHALLENGEIn most regions of the world, only one in three employees is fully engaged.

A PERSONAL QUESTAsk a dozen people why they do the work they do and you will get a dozen different answers. Yes, most people willsay they work for the paycheck. Dig a little deeper, however, and you’ll find other, more personal reasons for getting up in the morning and going to a job.

Engagement is a personal equation shaped by an individual’s unique values, interests, talents and aspirations.Full engagement depends on individuals having a thriving personal connection with their work and a belief that theyhave a promising future in their organization.

Although leaders and organizational practices can significantly influence employee engagement levels, everyperson, ultimately, has responsibility for his or her own engagement. Employees must be clear on what matters to them before they can take control of their job satisfaction and career success. They also need to take initiative in building and applying their unique knowledge and skills to contribute fully toward the organization’s goals.

A WINNING FORMULATaking Control of Your Engagement is a blended learning experience that equips individuals to assess, increaseand sustain their engagement levels — maximizing both performance and satisfaction — so that their organizationcan build a vibrant workforce and reach its business goals.

The core of the learning experience is an interactive workshop or web class. To make the most of face-to-face time, individuals complete online reflection and assessment activities as prework. During the interactive session, theysee those insights to shape their learning and create a personal engagement strategy. Afterwards they take action on their own, and if appropriate, enlist the support of theirmanager or colleagues.

CONTENT

• What Is Engagement & Why Is It Important?

• Your Starting Point. Where Are You?

• Taking Control of Your Satisfaction

• Taking Control of Your Contribution

• Your Strategy


• Understand what engagement is — and isn’t

• Consider their own engagement level

• Clarify the personal values and job conditions that influence their satisfaction at work

• Align their interests and talents with the goals of the organization

• Identify actions they can take to increase their satisfaction and contribution — to become more engaged

Taking Control of Your Engagement

“It’s hard to argue with the accepted wisdom — backed by empirical evidence — that a motivated workforce means better corporate performance.”

“EmployeeMotivation:APowerfulNewModel,”Harvard Business Review

Engaged employees are not just committed. They are not just passionate or proud. They have a line-of-sight on their own future and on the organization’s mission and goals. They are

“enthused” and “in gear,” using their talents and discretionary effort to make a difference in their employer’s quest for sustainable business success.

BlessingWhite’s Employee Engagement Report 2011



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FastStart®

Organizations use Fast Start to:

• Achieve high productivity and retention of new hires

• Ensure the immediate and long-term engagement of the newly promoted

• Refocus talent after an organizational change

• Maximize job rotation programs

• Establish effective new manager-employee relationships.

Managers enjoy:

• The comprehensive structure of the Fast Start Discussion

• The “Click2Copy” feature that saves time with multiple new hires

• Fewer course corrections and misunderstandings down the road.

Your organization can’t wait for employees to sort through the rules of the road.

KEY BENEFITS

• Accelerated productivity — and return on investment — of your new recruits

• Increased engagement and retention of new hires and the newly promoted

• Employee alignment with your organization’s strategy right from the start

• Smoother, more successful transitions for employees changing jobs or managers

• A strong foundation for effective, long-term employee- manager partnerships

• A common language for discussing priorities, performance and working together

• Employee accountability for job satisfaction, development and results.

Implement Fast Start to ensure that employees in transition at all levels of your organization have the direction, information, support and confidence they need to produce rapid results — and succeed over the long term.

A PROVEN PROCESSFast Start is employee-driven, because your managers have good intentions but many competing priorities. Here’s how it works:

PHASE 1 | THINK!The employee and manager independently complete job expectations and work style insights online (30 minutes). Managers with multiple new hires can complete this stepin as little as 5 minutes per employee.

PHASE 2 | PLAN!The employee compares perceptions and creates a “road map” for what to talk about with the manager — and how. It takes about 90 minutes for employees to follow the online steps for analyzing and creating their Fast Start Discussion Plan.

PHASE 3 | TALK!The employee conducts a Fast Start Discussion with the manager to obtain clarity on what’s expected, discuss ideas for achieving success and agree on how they’ll work together effectively. This meeting lasts about 90 minutes.

PHASE 4 | ACT!The employee summarizes agreements and implements ideas for rapid results and long-term success.


MPG® The Success Connection

THE ELUSIVE GOALBusiness strategies may be well thought out. Performance management systems may be state of the art. Rewards and accountability checks may be in place. Yet one of the most persistent challenges organizations face is getting top productivity and commitment from the people who do the work.

It’s a common theme. “If only everyone who came to work did their very best — every day on every job.” Just wishful thinking? We know better.

THE BEST OF BOTH WORLDSFor nearly 40 years, MPG has helped organizations and individuals achieve their visions of success. Our activities and materials have changed over time to meet changing needs. But our commitment to helping employees improve their satisfaction, individual performance and contribution to your bottom line has remained the same. MPG gives people the power and practical process for taking actions that can reshape their job and transform their performance.

A PROVEN PROCESSMPG is a systematic, ongoing process of feedback, analysis, planning and action that enables employees to increasesatisfaction in their current job and align their efforts with your organization’s strategy.

OUTCOMESFor your organization, MPG builds a bridge from strategy to execution that only gets stronger over time.

For employees, MPG delivers:

• Clarity about expectations and priorities

• Improved satisfaction, performance and engagement

• Stronger employee/manager partnerships

• Increased alignment with their organization’s strategy

• Opportunity for personal growth

• Renewed energy and motivation.

For managers, MPG delivers:

• Increased “bench strength”

• Regular coaching opportunities

• Continuing dialogue and a common language for discussing career, performance and mutual success

• Shared responsibility with their employees for development

• Maximization of existing performance and talent management systems

• More relevant, focused development plans.

Key ResultsAlignment: Laser-like focus on what matters most to the employee and the organization to achieve mutual success.

Engagement: Employees bringing more of their unique interests and talents to the work that needs to get done.

Accountability: Employee responsibility for job satisfaction, career development, and business results.

Dialogue: A common language for staying on the same page about priorities, abilities and interests.

New Ideas: Actions that can have a profound impact on employee commitment and organizational success.

Partnership: Employee-driven but not employee-exclusive; manager-supported but not a manager burden.

MPG®... Nearly 40 years... Across 6 continents... More than 2 million participants


Putting Values Into ActionTM

“Values, applied correctly, act like DNA, through which each cell — regardless of its own specialized job — knows the master plan for the whole body. They are critical for the individual and the organization.”

Terry Pearce & David S. PottruckClicks and Mortar: Passion Driven Growth in

an Internet Driven World

PUTTING VALUES INTO ACTIONAs the global leader in values-driven business performance, BlessingWhite offers three processes to help organizationssuccessfully put their values into action:

1 Organizational Values ClarificationTM

2 Putting Values Into Action — Executive Sponsorship

3 Putting Values Into Action — Employee Ownership.

THE CRUCIAL LINKWe all work with two sets of values: our own and our company’s. A common mistake is to look at corporate values as isolated from individual values. Companies thatget the most benefit from values invest the time and effort to help employees identify the common ground. In today’s talent market, people are more discerning about which organizations they want to work for. They are no longer willing to put aside their personal goals for the good of the company, or compromise their own values for the organization’s goals. When people understand how they can satisfy their own values in the context of their company’s, they are far more committed to supportingthe culture and making decisions that drive business results.

PVIA — EXECUTIVE SPONSORSHIPThis half- to full-day session will help coalesce your organization’s executive team on the values, get them to commit to what they will do as sponsors of the values andhelp them make the behavioral connections that are critical to embedding the values into the corporate culture. Other session outcomes include:

• Ensuring delivery of a consistent values message (“walking the talk”)

• Translating how the values impact their own departments

• Identifying their personal values/motivators and linking these to the organization’s

• Enumerating leadership behaviors and actions to support the values (practicing what they preach)

• Identifying barriers and challenges they will face as key sponsors of the values

• Creating group action plans to support the values and achieve organizational goals.

PVIA — EMPLOYEE OWNERSHIPThis process helps employees understand how the organization’s values and guiding principles affect them and how they can put these values into practice on the job. It clarifies how their personal values and goals align with the organization’s, answering the question: “Why should I commit to these values?”

Following a combination of self-assessment, manager feedback and a one- to two-day working session, employees initiate a meaningful, results-oriented discussionwith their manager to create a partnership for strengthening their motivation and establishing a mutual commitmentto achieving both their own and the organization’s goals. The final outcome is a values development plan with specific actions to improve alignment in order to increase job contribution and improve overall satisfaction.

Organizations Use PVIA — Employee Ownership to:

• Retain key talent

• Gain commitment to their vision, values and principles

• Enhance morale and motivation

• Improve decision making

• Solidify employee-manager partnerships.


BlessingWhite MENA

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