Key Conversations To Build Trust And Engagement: Three Practical Solutions
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Learn how simple guided conversations help improve focus and performance, increase loyalty and retention and show employees they are valued. About this event Increase employee retention, reduce turnover costs, boost performance. Conversation is the most underrated tool of leadership. Organizations are conversations. Every day, hundreds, thousands, or even, hundreds of thousands of conversations occur in organizations. Most are task focused. Others are focused on development. Some are short, others are long conversations. Some are structured, others unstructured. some boring. some interesting. They happen in the boardroom, the lunchroom, even the rest room. Improving the quality of conversation elevates the culture of an organization. They build trust, improve engagement, and interactions with customers. Good leaders understand the value of regular catch ups with their team members. In this webinar we bring together three perspectives from experts in Australia, Canada, and the United States. The presenters share three practical solutions that focus on employee development, employee retention, and the concept of treating employees as customers. This webinar has three objectives: To offer a conversation framework that improved trust and engagement. To apply a conversation framework to improve retention of high performers. To use conversation as a way of treating employees as customers. Join us for this inspiring and informative conversation.
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Key Conversations To Build Trust And Engagement: Three Practical Solutions
- 1. Key Conversations to Build Trust and Engagement Three Practical Solutions
- 2. Our Moderator Meghan Ede Human Resources Professional, and Certified Practitioner through the Australian Human Resources Institute
- 3. Presenters: Wally Hauck, PhD, CSP Sr. Vice President Communico Tim Baker Director WINNERS-at-WORK Pty Ltd Doug Brown Founder and President Engaged2Perform
- 4. Three Practical Solutions Key Conversations to Build Trust and Engagement 1) The Five Conversations Framework 2) Beyond the Paycheck Retention 3) Treat Employees Like Customers
- 6. Five Conversations Framework CONVERSATION CONTENT Climate review conversation Job satisfaction, morale & communication Strengths & talents conversation The effective use of strengths & talents now & in the future Opportunities for growth conversation Improvement of performance on-the-job Learning & development conversation Growth opportunities & support Innovation & continuous improvement conversation Improving workplace efficiencies & effectiveness Month 1 Month 2 Month 3 Month 4 Month 5
- 7. 50% 77% Survey 1 Survey 2 The communication between management & staff is reasonably good most of the time 23% 44% Survey 1 Survey 2 My boss has talked to me about ways of improving job satisfaction
- 8. 43% 72% Survey 1 Survey 2 My boss has discussed my strengths & talents with me 43% 61% Survey 1 Survey 2 My boss has given me feedback on my strengths & talents 47% 67% Survey 1 Survey 2 My boss is very aware of my strengths & talents
- 9. 36% 72% DISAGREE Survey 1 Survey 2 I have not received enough feedback on my work from my boss 43% 72% AGREE Survey 1 Survey 2 I feel my boss is getting the best out of me in my current role 40% 55% AGREE Survey 1 Survey 2 I have discussed strategies to grow and develop in my current role with my boss
- 10. 47% 78% AGREE Survey 1 Survey 2 My boss has discussed my learning & development needs with me 47% 67% DISAGREE Survey 1 Survey 2 I have discussed my learning & development needs more than once in the last 12 months 47% 72% AGREE Survey 1 Survey 2 The learning I am doing is designed to build on my strengths & opportunities for growth
- 11. 43% 78% Survey 1 Survey 2 My boss has implemented some improvements from his/her team to improve our team’s way of doing business 57% 83% Survey 1 Survey 2 My boss is open to improvements I suggest
- 12. • Questions were not intrusive and could be delivered in a friendly manner; they provided an opportunity to learn more about individual team members • The conversations helped to break down barriers to communication and enabled line managers to have more open conversations with team members • The FCF has fostered more impromptu conversations in the team (e.g.: discussions about what team members are working on) • Overall, the FCF assisted in improving engagement, trust and relationships for participants
- 13. • Involvement of a neutral party (Dr. Tim Baker) helped to overcome team member suspicions about the FCG • The initial briefing assisted in gaining buy-in by explaining the purpose of the FCF (what ISD wanted to achieve) and the rationale for each conversation • Webinars were useful in expanding on the questions and providing direction on what to think about • Group coaching helped line managers to understand where other teams were at and to share strategies to overcome challenges.
- 14. ongoing dialogue openness and directness flexibility timely information more relaxed approach Benefits of the Five Conversations Framework
- 15. Beyond the Paycheck Retention Two Focus Areas for Improved Employee Retention
- 16. Does your company have active programs/initiatives in place to retain people? Yes No Don't know Poll Question
- 17. Replacement Costs Replacement Costs are Significant Direct Costs- Recruitment and Hiring Costs, Interview Time, Reimbursement costs for candidates…. Indirect/Hidden Costs- Losses in productivity, Quality issues, Overtime…..
- 18. Beyond the paycheck, the real reasons employees leave or stay
- 19. Conversations and action that focus on employee needs. The foundation to strong employee retention!
- 20. Summary Improving the employee experience Developing and supporting an employee career development plan These are the foundations to strong employee retention
- 21. Treat Employees as Customers Two Key Skills
- 22. My organization consistently treats employees like our most important customers Poll Question Yes No Don't know
- 23. What can be the same in how we treat customers and employees? Meet Expectations Treat with: • Respect • Integrity • Importance • Values Exceptional Service Steps A little positive extra (emotion) Deliver suggested Effectively respond to requests Meet expectation
- 24. Two Key Skills to Make it the Same Empathy: The expression, through body language, tone, and words, that you understand how significant an issue is and how the person is impacted by it and how he/she feels (emotion). Uncovering the Catchpoint: • What is the issue? • Why is it significant? • How are they feeling (emotion)?
- 25. Empathy Examples I can hear your frustration I can hear your concern about the lack of follow-through I understand how that might upset you I appreciate how you feel I can understand your frustration - I would feel the same if I were you I share your concern - it happened to me, too YOU SEEM... Uncertain- “am I giving you too much information at once?” Disappointed- “that is understandable” Upset- “I don’t blame you” Nervous- “are you under a deadline?” Unhappy- “what exactly happened?”
- 26. What must be different? The Employee needs: • Specific expectations met • Thorough and expedited response to specific requests/complaints • Fully utilize strengths • Be challenged to be engaged • Appreciate vision, mission, and strategy • Career needs The Customer needs: • Specific expectations met • Thorough and expedited response to specific requests/complaints • Anticipate future needs (innovation) • Something extra to create a memory
- 27. We need conversations with, and to clarify: • Trust • Truth • Respect • Integrity • Values • Listening • Empathy • Specific agreements
- 28. Questions
- 29. Contact Information Wally Hauck, PhD, CSP Senior Vice President www.Communico.com wally.hauck@communico.com Phone 203-225-7117 x 102 Tim Baker Director WINNERS-at-WORK Pty Ltd tim@winnersatwork.com.au Phone 0413 636 832 Doug Brown Founder and President Engaged2Perform Contact dbrown@engaged2perform.ca Phone 519-500-0251
Notes de l'éditeur
- As an Human Resources Professional, and Certified Practitioner through the Australian Human Resources Institute, Meghan is passionate about supporting individuals, teams and businesses to achieve success through a focus on strong relationship building and applying a human approach to people management to best balance business objectives with personal goals. Meghan has partnered with businesses across many different sectors and is currently engaged as the National People & Culture Advisor with an Australian home improvements company. She seen the positive impact that effective communication can have on improving individual performance and overall team culture time and again.
- Dr. Tim Baker, according to Marshall Goldsmith, recognized as one of the Top Ten Business Thinkers in the World, is “one of today’s most influential HR experts.” Voted in the 50 Most Talented Global Training & Development Leaders (World HRD Congress). Tim is an expert on conversation leadership, having written 13 books on the subject. Wally has over 27 years of experience in sales, marketing, sales training, consulting, leadership training, and quality improvement. His passion for creating employee engagement and exceptional customer experience started by learning what not to do at a Fortune 500 company, and then learning the right things to do by working with leading experts in Dr. W. Edwards Deming's Theory of Profound Knowledge. “Doug Brown is Founder and President of Engaged2Perform, an employee retention program provider in Canada. Doug is passionate about employee engagement and believes strongly that engaged employees are more likely to become loyal employees who remain with their organizations for extended tenures. In addition, when their needs and careers are supported, they become strong brand ambassadors advocating for the company and helping to build the team morale and strong relationships that have a positive impact on employee retention. Ultimately this also contributes to business success through employee growth and development as well as reduced turnover costs and loss of knowledge and skills. For the past 30 years, Doug has served in roles from Supervisor to President, overseeing production, quality control, sales and marketing, administration, distribution and fulfillment. He has successfully overcome the many challenges involved in building loyal, high performance teams. Doug believes that successful employee retention results from two core elements: creating a rewarding and fulfilling employee experience and building dynamic and supported career development plans.”
- How would you answer the question: Who is your customer? Story of Hand Washing – “Employees must wash hands” Employees please wash hands because.. 40% of people do not wash hands … hand washing is the single most important thing you can do to protect your health. Infectious disease is the 3rd leading killer .. 33% of these deaths are preventable by hand washing.
- Four Seasons Hotel in Boston. Great greeting; brought my key; got to room and it was occupied. Very apologetic, found another room, better, sent up a basket with wine and fruit to apologize. Expectations Requests Suggestions Something extra – surprise that is emotional
- Hotel guest: (Upset) My room key doesn’t work. Hotel front desk worker: Yeah, that can happen. Hotel guest: (Annoyed) I walked nearly five minutes to get to my room and I needed to walk all the way back here to get a new key. Hotel front desk worker: We have been having problems with our key making machine. You are not the only one. Do you want two keys or one? Hotel guest: What do I do if this happens again? I have all this luggage and I am tired. It is past 11 PM. Hotel front desk worker: Just come back and I will give you another one. Have a nice day. To Glacier Inn: I have reservations for July 15-18. I must cancel as I am unable to travel due to a hip injury and danger of Covid. Please help me get a credit on my credit card. Thank you From the Glacier Inn: I’m sorry to hear about you wanting to cancel your reservation, but as per our policy there is no refunds that are given. To Glacier Inn: Your website reads a cancellation more than 31 days in advance is refundable. From Glacier: Your reservation was through Booking.com. Their policy is no refund. To Glacier: Please reconsider. Covid has taken a major toll on all of us and I am 70 years old. Can’t you make an exception please? Why not one night or even half. I can understand your concern about the cancellation but please remember your cancellation policy is more lenient and if you charge me a fee you can still rent the room and make more money. I don’t understand your decision to charge the whole fee. And, you have 6 months to rent it again. From Glacier: I will refund ½.
- Get with a partner and one share an recent upset, the other use empathy statement. What is the reaction? System Issue: Frederick Fleet (15 October 1887 – 10 January 1965) was a British sailor, crewman and survivor of the sinking of the RMS Titanic after it struck an iceberg on 14 April 1912.[1] Along with fellow lookout Reginald Lee, on duty, aboard the Titanic when the ship struck the iceberg, it was Fleet who first sighted the iceberg, ringing the bridge to proclaim: "Iceberg, right ahead!"[2] Fleet testified at the subsequent inquiries into the sinking that, had he and Lee been issued with binoculars: "We could have seen it (the iceberg) a bit sooner." When asked how much sooner, he responded, "Well, enough to get out of the way."[3] David Blair (or Davy) (11 November 1874 – 10 January 1955) was a British merchant seaman with the White Star Line, which had reassigned him from the RMS Titanic just before its maiden voyage. Due to his hasty departure, he accidentally kept a key to a storage locker believed to contain the binoculars intended for use by the crow's nest lookout. The absence of any binoculars within the crow's nest is believed to be one of the main contributory factors in the Titanic’s ultimate demise. In later life, Fleet suffered severe depression and as a result committed suicide by hanging in January 1965. Other factors: the weather was very calm and so no waves were breaking at the base of the iceberg making it harder to see. There was a 30 second delay in the response when the crow’s nest first reported the iceberg.
- Therefore we need the two skills/tools of delivering empathy and uncovering the catchpoint.
- Question from/for Wally: What if employees are not performing? Do we still want to treat them like our best customers?