Presentation of "Unleashing Your Passion at Work" by Lawler Kang of Ingage, Inc. at the BMA National Conference in Chicago, May, 2011

1. © 2011 Ingage, Inc. All rights reserved. Not for distribution without attribution.
Unleash Your Passions at Work
Improving profitability by aligning leaders, teams and talent
to emotionally engage with their work.
and possibility!
V!

2. Passion at work
2

3. The power of passion at work
3
“The good-to-great companies
focused on those activities that
ignited their passions. The idea
here is not to stimulate passion
but to discover what makes
you passionate.”
—Jim Collins, Good to Great

4. 4

5. Presentation topics
5
Why you should bring your passions to work?
Business case  personal case
How to emotionally engage with your work
Extending your emotions to your teams
Your role as leaders

6. 17%
55%
28%
Engaged
Disengaged
Actively Disengaged
Source: Gallup, 2009
Engaged
Working with
passion and feel a
connection to their
company
Disengaged
Putting in time, but
not energy or
passion
Actively disengaged
Acting out their
unhappiness and
undermining what
their engaged
coworkers
accomplish
State of engagement in the U.S.
Estimated
to cost
$300
billion per
year

7. Lower engagement drains
productivity and innovation
Financial and social
costs of attrition
Increased health care and
sick days off
Eventually, dark clouds cause rain
Disengaged culture weakens
brand and talent AQ

8. increase in return on investment
change from
actively disengaged
to engaged
+5%
10,000 employees; $60,000 average
fully loaded annual salary; 35% return
Engaging the actively disengaged

9. change from
disengaged to
engaged
+5%
increase in return on investment
Engaging the disengaged
10,000 employees; $60,000 average
fully loaded annual salary; 65% return

10. The cost of attrition
Increase
in attrition
$45 M
$22.5 M
$7.5 M
Margin impacts
to replace
10,000 employees; $60,000 average fully
loaded annual salary; 125% cost to replace
Source: HRPS

11. Companies whose employees were
apathetic reduced profit margin
Companies whose employees were
engaged and found meaning in their
work increased profit margin
The cost of apathy
Source: Towers Perrin

12. Why do you work so hard?
12
Those who retire with the most money win! (?)

13. What do you want your legacy to be?
13

14. A core of steel
14
15% (4,500) – 2 minutes
50% (12,750) – within a month
50% (6,375) – paralysis, mental
retardation, loss of faculties
30,000cases per year

15. Reflections
15
We aren’t cats
2 mm: 1 in 50
Make friends with your past!
Whatever you do…

16. The Passion Dividend:
From Wall Street to your passive investors
16
“You know why kids love athletes?”

17. Three principles on engaging your colleagues:
1. Give your team a noble purpose that draws on their passions
2. Look out for your team’s best interests (know them as people!)
3. Be honest
General Colin Powell
Former
F Ch Chairman Joint Chiefs of Staff
` Fo Secretary of State
From the front lines…

18. A topical example
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“Why did you give two Stanford
grad students $25 million?”

19. Much larger impact
19
“Be the change you want
to see in the world.”
—Mohandas Ghandi

20. Some sound financial advice…
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“Never do what you don’t
enjoy.
Doing so is like saving
sex for your old age.
Not a very good idea.”
—Warren Buffet, Chairman
Berkshire Hathaway

21. Benefit #1: Upend ‘work/life balance’
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Is balance possible?
It’s all life!
Does this metaphor apply?
You should enjoy your work!
Not “balance” PRIORITY

22. Benefit #2: Define “success”
22

23. Benefit #3: What we all want (yes?)
23
Being Happy?
1. Don’t equate happiness
with money
2. Exercise regularly
3. Have sex (preferably with
someone you love)
4. Seek work that engages your
skills, look to enjoy your job
5. Sleep
Dresdner Kleinwort Wasserstein Global Equity Strategy Group, June
17, 2004

24. How to emotionally engage with your work
24
Five questions:
1. What is my mission/purpose (“iki gai”)?
2. What are my passions?
3. At what can I be the best
(and love to do)?
4. Does my work fit my priorities?
5. Are my dreams being supported
by my work?

25. Personal Balance
Sheet
Passion Pyramid Priority Matrix
Engagement drivers: your why and how
Passion/Purpose Proficiencies Priorities

26. Personal Balance Sheet:
Leverage your strengths, retire your dreams
26
Assets Liabilities
Talents
Great at and love doing Deficient at/Dislike
Values
Allow me to excel Hold me back/Dislike
Experiences
I want to draw on Still want to have (dream)
Founders Stock
Short Term
Long Term
Ping others
Is this
what your
customers
need?

27. Pyramid: What is my impassioned purpose?
Dislikes
What will my legacy be?
Purpose/
personal mission
Why have I loved…? Meta-passions
What have I loved…? Releases
Education/
Career Life
What at
11/12? Inspirations

28. Releases: What have I loved?
28
Education/
Career Life
What at
11/12? Inspirations
Marketers who
“suck the air out of
the room”
My Parents
Ursula Burns
Reading
School
success
Another new
town &
school
Being close to
family – no one
else to play
with
Using my brain-
marketing strategy/
language
HBS – small groups, shared
purpose
Living/working overseas
Great team at work
Developing people
CP – career success,
recognition, close teams
High school-speech team,
close friends, working
together
Clorox –”class”, worked
together
Cooking/
entertaining
Learning new
languages/
cultures
Travel
Talking on the phone
Being w/friends
Family

29. Meta-passions: Why I have loved?
29
Being great at something and being
recognized for it
Working in a group that is focused and fired
up about something
Highly social: talking, networking, coaching,
debating
Using my brain
Being with people I love: family, friends, work

30. Purpose/personal mission: legacy
30
Great Mom
– provided
security
Stayed married
Great friend
Great boss & co-worker
Made a difference in the
lives of many

31. Purpose driver: What are my purposes/passions?
Education/Career Life What at 11/12? Inspirations
What will my legacy be?
Purpose/
personal mission
Why have I loved…? Meta-passions
What have I
loved…?
Releases
Great Mom-
provided security
Stayed married
Great friend
Great boss & co-worker
Made a difference
Being great at something and being recognized for it
Working in a group that is focused and fired up
about something
Highly social: talking, networking, coaching, debating
Using my brain
Being with people I love: family, friends, work
Marketers who
“suck the air out of
the room”
My Parents
Ursula Burns
Reading
School success
Another new
town & school
Being close to
family – no one
else to play with
Cooking/
entertaining
Learning new
languages/
cultures
Travel
Talking on the phone
Being w/friends
Family
Using my brain- marketing
strategy/language
HBS – small groups, shared
purpose
Living/working overseas
Developing people
CP – career success,
recognition, close teams
High school-speech team, close
friends, working together
Clorox –”class”, worked together

32. Reflections
32

33. How to develop group alignment?
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There are “I”s in teams!

34. When the “I”s passions and purposes align…
34
Support team
member’s “life work”
Increased innovation and
accountability
Clearer communication Cohesion and trust boosts
Increased happiness Desired retention; reductions
in health care/sick days

35. Engagement drives profitability, talent and brand
35
Sustainable
talent advantage
Brand
Happier “clients”
Increased productivity
Increased profits

36. Your role as leader
36
“Some managers are uncomfortable with expressing
emotions about their dreams, but it’s the passion and
emotion that will attract and motivate others.”
—Jim Collins, Built to Last

37. Recent realizations at Microsoft
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“Where does the bond come from that creates
common purpose?” he posed.
“I agree that belief in a cause starts with believing
in who you are as an individual. Every individual
is capable of leaving a legacy,” he said.
“That legacy comes from being real at all times.
The only person who can determine relevancy
to yourself is you.”
—Orlando Ayala, Worldwide Sales Manager, Microsoft

38. What is holding you back?
38

39. Back to your future…
39