Recorded webinar: http://slidesha.re/1dBAjZG Subscribe: http://www.ksmartin.com/subscribe To purchase the book: http://bit.ly/TOObk Organizations who deliver consistently high levels of performance have significantly higher levels of employee ENGAGEMENT than those that don't. From the moment a new hire walks through your company's door, you have the opportunity to engage them or not. In this webinar, you'll learn how to establish the climate that enables engagement and how to view onboarding, improvement, and problem-solving through an engagement lens, boosting organizational performance along the way.

1. The Outstanding Organization:
The Power of Engagement
Presenter: Karen Martin
Webinar
May 17, 2012

2.  Founder, Karen Martin & Associates, LLC
(1993)
 Lead Lean transformations in the service
sector and office areas within manufacturing
 Teaches at University of California, San
Diego’s Lean Enterprise program
 Email: karen@ksmartin.com
 Twitter: @karenmartinopex
 Facebook:
www.facebook.com/karenmartinassoc
Karen Martin,
Principal
July 2012

3. 2012 Webinars
Date Topic
March 22 The Outstanding Organization: The Power of Clarity
April 5 The Outstanding Organization: The Power of Focus
May 3 The Outstanding Organization: The Power of Discipline
May 17 The Outstanding Organization: The Power of Engagement
All recorded webinars are available at www.vimeo.com/karenmartinassoc and
all materials are available at www.slideshare.net/karenmartin2.
Release Date: July 6, 2012
(McGraw-Hill)
Available for Preorder:
www.bit.ly/km-too
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4. We need to improve
how we improve.
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5. Mindsets & Behaviors
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6. Lack of Clarity
Lack of Focus
Lack of Discipline
Lack of Engagement
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7. The Outstanding Organization
Business Results
Problem Solving
Improvement
Continuous
Resilience
Core
Capabilities
CHOS
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8. Employee Engagement &
Operational Excellence:
Two Sides of the Same Coin

9. • World-class organizations - ratio of
engaged to actively disengaged
employees is 9.57:1.
• Average organizations, ratio of
engaged to actively disengaged
employees is 1.83:1.
― Gallup
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10. We Know It’s Important...
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11. Energy Crisis: Widespread Disengagement
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12. The corporate world is
appalling bad at capitalizing
on the strengths of its people.
— Marcus Buckingham
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13. What is
Engagement?
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14. “To be fully engaged, we must be
physically energized, emotionally
connected, mentally focused and
spiritually aligned with a purpose
beyond our self-interest.”
— Jim Loehr & Tony Schwartz,
The Power of Full Engagement
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15. “… focused energy, evident to
others in the display of…
persistence directed toward
organizational goals.”
— William Macey, Benjamin Schneider, et. al,
Employee Engagement
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16. How do we “get”
our employees to
engage?
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17. Enabling Engagement
Connection
Creativity Control
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18. “I’ve become a better person, a better husband,
a better friend, from working at Gore.”
— Terry, a W.L. Gore Associate
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19. Under-Developed Areas
• Onboarding
• Problem-Solving & Continuous
Improvement
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20. You had them at
“You’re hired.”
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21. To what degree do new hires receive all of the
tools and information they need to function
effectively on day one?
70.0% 63%
60.0%
50.0% 44%
Before initial round
40.0% of improvement
30.0% 23% After initial round of
improvement
14%
20.0%
10.0%
0.0%
Always, Sometimes Rarely, Never

22. Onboarding – Missing Pieces
• Tools
– Physical (e.g. desk, etc.)
– Technology (e.g. phones, computers, physical access,
access to applications needed, logins, etc.)
– Identifiers (e.g. signage, business cards, etc.)
• General information
– Company (e.g., customers, values, business goals, etc.)
– Org charts
– Phone directories
• Job-specific orientation
– Documented procedures (standard work)
– Apprenticeship approach: Observe, do with supervision, do
– Clear understanding about what constitutes “success.” 22

23. 23

24. Under-Developed Areas
• Onboarding
• Problem-Solving & Continuous
Improvement
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25. Develop
hypothesis
Refine
Conduct
Standardize
experiment
Stabilize
Measure
results
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26. Enabling Engagement: A3 Management
A3
Report
The vital role of
the coach/mentor
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27. Kaizen Event – Definition
A two- to five-day focused improvement
activity during which a sequestered,
cross-functional team designs and
implements improvements to a defined
process or work area, generating rapid
results and learned behavior.
Karen Martin & Mike Osterling
The Kaizen Event Planner
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28. Kaizen Events Offer Myriad Benefits

29. “I went home yesterday and told my
family that it was one of the best
working days I’ve ever had.
I was able to fully use my
capabilities for three days.”
— Fred Valenzano, Professional Engineer
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30. Engagement via Daily Improvement
Improvement Kata
+
Coaching Kata
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31. Problem solving is a high.
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32. Progressive Learning
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33. The Next Frontier…
The Middle Manager 33

34. Where to Start?
• Improve your onboarding process.
• Train a core group of middle managers
and/or above in problem solving and
improvement coaching.
• Transition your dedicated improvement
professionals from “do-ers” to “teachers.”
• Hold a few kaizen events each year to build
new behaviors.
• Never, ever make process improvement
without deep involvement of the people who
actually do the work.
• Advocate the truth that people aren’t the
problem – systems are.
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35. Additional Resources
July 6, 2012
Available for
Preorder:
www.bit.ly/km‐too
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36. For Further Questions
Karen Martin, Principal
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
Twitter: @karenmartinopex
Monthly newsletter: www.ksmartin.com/subscribe
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