Slides from: Five leadership practices that increase employee engagement

Copyright © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
Five Leadership
Practices that
Increase Employee
Engagement
The Leadership Challenge® Webinar Series
ask@sonomaleadership.com | 707.933.3882 | www.SonomaLeadership.com March 18, 2014

Copyright © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
#1 provider of The Leadership Challenge®
workshops and materials;
Partners with the authors and publishers
of The Leadership Challenge® for over 20
years.
Global clients and projects in strategic,
enterprise‐wide leadership development.
Lauren Parkhill
Marketing Manager,
Sonoma Leadership Systems
lauren@sonomaleadership.com
Welcome from Sonoma Leadership Systems

Glenn Hughes
Co‐author of “Photo Jolts!”
Senior Director of L&D at KLA‐Tencor
glenn_hughes@smartashell.com
Presented by:

“Only three things happen naturally in
organizations: friction, confusion, and
underperformance.
Everything else
requires leadership.”
Peter Drucker
www.SonomaLeadership.com

What do Leaders
Do?
Three decades ago, The Leadership Challenge authors Jim Kouzes and Barry Posner set out to answer that
very question through research. More specifically, their research asked: “What do people DO when they’re
performing at their leadership best?”

Over 30 years of collecting Data
Over 5000 individual case studies
Over 5 million assessments
Global data from 72 Countries
Over 600 research studies
Learn more: The Leadership Challenge 5th Edition: How to Make Extraordinary Things Happen in Organizations
http://sonomaleadership.com/tlc
Kouzes & Posner Research

5,000,000
The Leadership Challenge’s 360° assessment, The Leadership Practices Inventory (LPI,) reflects
Over 5 million respondents from all functions and levels, and is rigorously tested and validated.
The LPI measures the frequency of leadership behavior.
http://sonomaleadership.com/lpi

30 Leadership Behaviors
Organized into Five Practices

Leadership isn’t a concept. It’s a set of behaviors that are seen by those around you.
These 30 behaviors can be grouped into 10 commitments that a leader makes, related to the Five Practices
that consistently produce Personal Bests in Leadership.
(Visual graphic by John Ward, http://manyminds.com)

MTW
Model the Way
Model the Way
This practice demands that leaders ask and understand “What do I stand for? What do we stand for?”
As we can see, “People are watching”... So leaders must be intentional about the messages they send.

ISV
Inspire a
Shared Vision
This practice demands that leaders co‐create meaning and inspiration about the real work they do.
Leaders strive for shared aspirations; they aim to do more and to do better than today.

CTP
Challenge the Process
This practice demands that leaders make the “impossible, possible.”
This practice helps determine the “how” of the vision.

EOTA
Enable Others to Act
This practice insists on Collaboration that’s built on trust

Encourage the HeartEncourage the Heart
This is the “sustainability” practice
Acknowledgement and appreciation are the ‘fuel we travel on’.

FIVE PRACTICES THAT INCREASE
ENGAGEMENT
Today, we’re going to explore how these Five Practices increase Engagement

CONNECTION
Let’s start with a definition of engagement from The Conference Board’s paper
“Employee Engagement in a VUCA World,” 2011

“(Engagement) is a heightened
emotional connection that an
employee feels for his/her
organization, that, in turn,
influences him/her to apply
additional discretionary effort to
his/her work.”
The Conference Board
“Employee Engagement in a VUCA World,” 2011 www.SonomaLeadership.com

Engagement
is an
‘inside job’
We like to say that Engagement is an ‘inside job’, meaning that the fire of engagement must come from
within the employee. If you hire unengaged people, you’re going to have a lot of trouble getting them
engaged.

Leadership
Supports,
and enables
Engagement
Leadership supports and enables the engagement that the employee brings into the organization.
Leaders add fuel to the fire to keep it burning.

Or not…

What, as leaders, can you do to sustain and grow the fire of engagement in others?

Ruler image
The Leadership Challenge authors Jim Kouzes and Barry Posner have been conducting research to answer
that question…

When running The LPI, along with the 30 Behavioral Questions, both Leaders and Observers are given the
opportunity to complete optional demographic information along with
10 questions on workplace perceptions.

Positive Workplace Attitudes

So, how much of
engagement is accounted
for by who the constituents
are?
(demographics)
© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Who Constituents Are:
1. Age
2. Gender
3. Country
4. Education
5. Tenure
6. Position
7. Function
8. Industry
9. Size of organization

What percentage of engagement
is accounted for by all 9
variables combined?
Poll
1. 0-10%
2. 11-20%
3. 21-30%
4. 31-40%
5. 41-50%

Despite people’s differences, their workplace engagement is a result of how their leaders behave,
and not age, gender, education, function, level, organization size tenure, industry or nationality.
Leadership. It’s the single most important factor contributing to engagement trumping
9 demographic factors combined.

0.2
27.7
0.2
27.8
0.2
30.1
2.3
32.4
0.3
29.6
0
5
10
15
20
25
30
35
Demographics Leadership
United States
Europe
Asia Pacific
Latin America
Australia

Do the ways that leaders
behave explain how their
constituents feel about their
workplace?
(engagement)
Yes 29.7%
In North America, Leadership Behavior, or how leaders behave, accounts for 29.7% of the reported
commitment, or engagement, that constituents reported feeling about their workplace.

Explaining an Engaged Workforce
27.7 27.8
30.1
32.4
29.6
25
26
27
28
29
30
31
32
33
Leadership
United States
Europe
Asia Pacific
Latin America
Australia

30
36
42
48
54
60
Low PWA Moderate PWA High PWA
Model Inspire Challenge Enable Encourage
LPI Scores

Leaders
Constituents
25% more engaged
40% more engaged
Model the Way: Leaders who are clear about their philosophy of leadership (LPI #26) have 25% higher PWA than leaders
who aren’t clear. Constituents who rate their leaders as being clear about their philosophy of leadership have 40% higher
PWA than those who rate their leaders as not being clear.

What is your
philosophy of
leadership?
One of the core principles in Jim and Barry’s work is that everyone is a leader. If you’re clear about your philosophy,
congratulations! You’re likely to be inspiring greater engagement from those around you.

l
Leadership
Wisdom
A SMART as Hell Activity Deck
SMARTasHell.com
Let’s look at an exercise we run, to help participants develop their philosophy of leadership.

Nothing is easier than
saying words. Nothing is
harder than living them
day after day.
Arthur Gordon

A leader is a
dealer in hope.
Napoleon Bonaparte

The greatest danger in
times of turbulence is not
the turbulence, it is to act
with yesterday’s logic.
Peter Drucker

There are two ways of
spreading light: to be
the candle or the mirror.
Edith Wharton

Never tell people how to
do things. Tell them what
to do and they will
surprise you with their
ingenuity.
General George Patton

1. Nothing is easier than saying words. Nothing is
harder than living them day after day.
2. A leader is a dealer in hope.
3. The greatest danger in times of turbulence is not the
turbulence, it is to act with yesterday’s logic.
4. There are two ways of spreading light: to be the
candle or the mirror.
5. Never tell people how to do things. Tell them what to
do and they will surprise you with their ingenuity.
Poll: Which statement resonates for you?

You now have a
philosophy!!

And many resources…
http://sonomaleadership.com/webinars/resources/

25%
50%
Constituents
Reported:
Leaders
Report:
more engagement
more effective
Inspire a Shared Vision: The Quality of being forward‐looking is what differentiates leaders.
Someone who has a vision of the future, and communicating that to other people. In other words, a describing and
enlisting others in a shared vision.

25‐30%
40%
Leaders seen as
more effective
Constituents reported
stronger feelings
motivation, pride
Team spirit
Challenge the Process: Constituents who felt challenged and viewed their leaders as seeking challenges....

25‐30%
60%
Constituents reported
more engaged
Leaders seen as
more effective
Enable Others to Act: If you see the best in people and expect the best in people, they deliver.

29% stronger trustworthiness
Encourage the Heart: Leaders who “almost always” find ways to celebrate accomplishments vs. those who do so “almost neve
occasionally” have constituents with...

28% stronger
team spirit

26% more positive

Copyright © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Role Models
• Business leader
• Community leader
• Entertainer
• Family members
• Political leader
• Professional athlete
• Teacher or coach
• None/Other/Not sure

• Family members ……………   40%
• Teacher or coach ……………   26%
• Community leader ……………   11%
• Business leader ……………   7%
• Political leader ……………   4%
• Professional athlete …………… 3%
• Entertainer ……………   2%
• None/Other/Not sure …………   7%
Age: 18-30 Over 30
… 46%
… 14%
… 8%
… 23%
... 4%
… 0%
… 0%
… 4%
Leader Role Models

“The leaders who have
the most influence are
the leaders who are
closest to us”

Immediate managers have more
influence on…
People’s desire to stay or leave,
The trajectory of careers,
Ethical behavior,
The ability to effectively perform a job,
and
The motivation to share values and vision.
…than anyone else.

“Five Leadership Practices
that Increase Employee
Engagement”
March 18, 2014
Presented by Glenn Hughes
Co‐author, “Photo Jolts!”
glenn_hughes@smartashell.com
Lauren Parkhill
Marketing Manager
lauren@sonomaleadership.com
(707) 933.3882
Bruce Wilson
VP, Business Development
bruce@sonomaleadership.com
(925) 225‐1013
Hosted by:
Sonoma Leadership Systems

Global Training Partner, The Leadership Challenge®
ask@sonomaleadership.com | 707.933.3882 | www.SonomaLeadership.com

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