Clarity on engagement accountability is first needed before one can even try improving employee engagement inside an enterprise. But, accountability is different for every level in an organization, including individuals, managers and executives. Chris Rice, author and head of BlessingWhite, a division of GP Strategies, shares perspectives from the consulting work done by BlessingWhite (specific to the role of senior leaders in engagement). Most employees are exposed to these executives only in corporate statements, town hall meetings or other one-to-many communications. So how does an executive set the tone and inspire others when their opportunities to do so are few and they are seen as being so remote? Join us for this TrainingIndustry.com webinar sponsored by GP Strategies, as Rice discusses the important role senior executives must play in building a culture where employee engagement is a way of delivering superior business results. This webinar explores easy-to-understand insights on: •Distinguishing an executive’s role from that of a manager when it comes to building engagement •Pitfalls executives face when trying to deal with employee engagement •Practical tools executives can use to keep their efforts, and themselves, on track Follow the conversation on Twitter: #EmployeeEngagement

1. Knowledge. Performance. Impact. ENGAGING FROM THE TOP: A LEADER’S ROLE IN ENGAGEMENT
#EmployeeEngagement
& @gpcorp
June 12, 2014

2. (800) 263-6317 or (805) 690-5753
Tweeting? Please use this tag: #EmployeeEngagement& @gpcorp

3. For More Info / To Register / To Access Archive:
Search “Webinars” or “On Demand” at TrainingIndustry.com
(800) 263-6317 or (805) 690-5753

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ABOUT THE PRESENTER
Christopher Rice
Head of BlessingWhite, A Division of GP Strategies

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Strong correlation with business performance

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“We no longer worry about calculating ROI for this.We simply accept the premise that an engaged workforce is essential for the success of the company.”
-Pat Hasbrook, SVP HR, Experian

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•Strong correlation with business performance
•Greater leverage as organizations adopt more fluid, ambiguous reporting structures
•Part of a larger societal trend

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THE EXECUTIVE’S CHALLENGE
Drive the direction and engagement of a large team without the benefit of a direct one-on-one reporting relationship

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WHERE DO WE START?

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•Start with an actionable, practical definition
•Senior leader commitment
•Clear accountabilities at the Individual, Manager, and Executive levels
•Use the survey to support, not drive, your engagement efforts
HOLISTIC VIEW

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WWW.BLESSINGWHITE.COM/RESEARCH

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INDIVIDUALS…

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AN INDIVIDUALIZED EQUATION
J
K
L
L
J

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INDIVIDUALS, MANAGERS, EXECUTIVES

15. HOW INSPIRING IS THE COMMUNICATION OF YOUR SENIOR LEADERS AT YOUR COMPANY RIGHT NOW?
A.Very effective
B.Somewhat effective
C.Not too effective
D.Not at all effective
E.Unsure
Check one only

16. HOW INSPIRING IS YOUR COMMUNICATION?
16
ExecutiveMiddle/Front Line
Very effective 47% 8%
Somewhat effective46%18%
Not too effective5%35%
Not at all effective 1% 34%
Unsure1%5%

17. Communicating forcommitment
vs. compliance
To inspire others to willinglytake action to effect change

18. Source: Joanne Martin and Melanie Powers, Credibility.
A.
Story Only
B.
Statistics
C.
Statistics andStory
D.
PolicyStatement
Which was the most convincing evidence for MBA students?

19. Which was the most convincing evidence for MBA students?
Source: Joanne Martin and Melanie Powers, Credibility.
A.
Story Only
B.
Statistics
C.
Statistics andStory
D.
PolicyStatement


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WHAT ARE LEADERSGOOD AT?
Source: BlessingWhite
Competence
Business Aptitude
Internal Attunement
Clarity
Responsibility
Connection
Trustworthiness
External Attunement
Depth
Empathy

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WHAT ARE LEADERS GOOD AT?
Business Aptitude
Responsibility
Clarity
Internal Attunement
Trustworthiness
Empathy
External Attunement
Depth
High
Low
BUSINESS COMPETENCE
PERSONAL CONNECTION
Source: BlessingWhite

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WHAT REALLYMATTERS?
(6) Empathy
(5) Trustworthiness
(1) Business Aptitude
(8) Depth
(7) External Attunement
(3) Clarity
(2) Responsibility
(4) Internal Attunement
PERSONAL CONNECTION
Source: BlessingWhite
High
Low

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LEADERS YOU’VE FOLLOWED
•Think of a leader that you willingly followed
•Think about one specific behavior you observed that made you wantto follow
Image Source: Wikipedia.com

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AUTHENTIC, INSPIRING LEADER
“One who inspires others to commit fully to a causethrough words and actions that are entirely consistentwith our internal experience of who that leader is.”

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CONNECTINGWITH OTHERS
Understand
MIND
See
IMAGINATION
Feel
HEART
Data/Statistics
Authority
Case Study
Imagery
Metaphor
Story
Personal Experience
Values

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THE EXECUTIVE BRAIN?
Balanced Mindshare
Actual Mindshare

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DO WHAT I SAY…

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DO ONE THING –EXPECT ANOTHER
Sure, engagement is important, but don’t let it get in the way of delivering results.
So what were those survey action lists about?

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MODEL THE BEHAVIOR
•Builds executive commitment
•Provides guidance to the managers
•Builds trust

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ENGAGEMENT BY ORGANIZATIONAL LEVEL
N=2526
North American Data
2013

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A DEAD BATTERY…

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TRUST IS UP
2012: 57% trust senior leaders vs. 52%in 2010

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TRUST IS UP, BUT MANAGERS ARE STILL AHEAD
2013: 57%trust senior leaders vs. 52%in 2010
2013: 74% trust their managers vs. 72%in 2010

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One of the most important things to those around you is knowing who you are.
THE IMPORTANCE OF BEING KNOWN

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ALIGN, ALIGN, ALIGN
Take every opportunity to keep people focused and aligned on the end goal.

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“I am no different than the average employee.If I had an understanding of what the organization needed, why the organization was doing what it was doing, and how my role and actions fit in, then I was super engaged.”
-David Norton, former Group Chairman, Global Pharmaceuticals, Johnson & Johnson

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NOT AN EITHER/OR
Satisfaction and contribution are mutually reinforcing.
People are more engaged when they are clear on direction, goals, and required outcomes.

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CONCLUSION
•Executives must articulate the actual impact engagement will have on the business.
•Connect personally to engagement. Are they engaged themselves? What fuels their fire?
•Bring this personal passion into their communication efforts to build trust and inspire others to higher levels of engagement and performance.
•Develop stronger connection skills and communication skills.
•Align, align, align.
Inspiration & Commitment,
Not Information & Compliance

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WHOSE JOB IS IT?
Dimension
Accountability
Ultimately accountable for their own engagement. Only they know what truly motivates them on the job. They need to ACT. (Assess motivators; Communicate with manager; Take action)
Are accountableto create an environment where engagement can thrive. They need to CAREabout engagement.
(Coach around career, development, and engagement; Align interests and priorities; Recognize and be Engaged themselves)
Leadershave to play all three roles. They need to be engaged. They need to CAREabout their team’s engagement, and they need to make their CASEfor engagement.
(build a sense of Community; be Authentic in what they say and do; help employees find Significance in their work; Excite followers to exceptional performance)

40. © 2014 GP Strategies Corporation. All rights reserved. GP Strategies, GP Strategies and logo design, BlessingWhite, RovsingDynamics, Asentus, Information Horizons, PMC, Sandy, Bath Consultancy Group, Academy of Training, Martonhouse, Via Training, BeneastTraining, Ultra, RWD, Communication Consulting, Option Six, Milsom, Clutterbuck Associates, PerformTech, Future Perfect, SmallpeiceEnterprises, Prospero Learning Solutions, LorienEngineering Solutions, GPiLEARN, GPCALCS, GPSteam, EtaPRO, and VirtualPlantare trademarks or registered trademarks of GP Strategies Corporation in the U.S. and other countries. All other trademarks are trademarks or registered trademarks of their respective owners. Proprietary to GP Strategies Corporation
gpstrategies.com
Christopher Rice
Head of BlessingWhite,
A Division of GP Strategies
Email: crice@gpstrategies.com
Phone 908.431.2148
www.blessingwhite.com

41. For More Info / To Register / To Access Archive:
Search “Webinars” or “On Demand” at TrainingIndustry.com
•Jun 17: Aligning Training & Development to the Revenue Engine
•Jun 24: Should HR Care About Big Data?
•Jun 26: Overcoming the Hurdles of Online Training
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43. THANK YOU!
On behalf of TrainingIndustry.com, thanks to:
Today’s Speakers: Christopher Rice
Today’s Sponsor: GP Strategies
All of you for attending!
Questions or Comments? Please contact Amanda Longo:
alongo@trainingindustry.com
Knowledge. Performance. Impact.