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Break The Rules2

  1. 1. The Expedition
  2. 2. <ul><li>Indepth Interviews by Gallup with </li></ul><ul><ul><li>80,000 Managers </li></ul></ul><ul><ul><li>400 Companies </li></ul></ul><ul><ul><li>2500 business Units </li></ul></ul><ul><li>No questions dealing with pay, benefits, senior management or organizational structure </li></ul>
  3. 3. <ul><li>Retention </li></ul>All Questions Are Linked to 1 of 4 Business Outcomes <ul><li>Customer Service </li></ul><ul><li>Productivity </li></ul><ul><li>Profitabililty </li></ul>
  4. 5. What Do I Get?
  5. 6. Do I Know What Is Expected of Me at Work? <ul><li>Expectations are the milestones we use to measure our progress and, within the workplace, those </li></ul>milestones mark the pathways that guide us toward achievement. If expectations are not clear, we are hesitant, indecisive, and unsure of ourselves.
  6. 7. Do I Have the Materials and Equipment I Need to Do My Work Right? <ul><li>We have all been in the frustrating position facing an expectation without having the tools necessary to achieve it. For employees, the importance of having the materials and equipment they need to do their jobs right is one of the 12 key discoveries from a multiyear research effort by The Gallup Organization. </li></ul>
  7. 8. What Do I Give?
  8. 9. At Work, Do I Have the Opportunity to Do What I Do Best Everyday? <ul><li>Full human potential is realized only when people are in a position to use their talents and strengths. Great performance is found when an individual's natural talents fit his or her role. Matching the right person </li></ul>with the right job is probably the most significant challenge organizations and managers face today.
  9. 10. In the Last Seven Days, Have I Received Recognition or Praise for Doing Good Work? <ul><li>Praise and recognition are essential building blocks of a great workplace. We all possess the need to be recognized as individuals, and to feel a sense of accomplishment. There is nothing complicated about recognition, but it is one of the items that consistently receives the lowest ratings from employees. </li></ul>
  10. 11. Does My Supervisor or Someone at Work Seem to Care About Me As a Person? <ul><li>Gallup's research indicates that employees don't leave companies, they leave managers and supervisors. The impact that a supervisor has in today's workplace can be either very valuable or very costly to the organization and the people who work there. </li></ul>
  11. 12. Is There Someone at Work Who Encourages My Development? <ul><li>The innate yearning to learn and grow is natural to human beings. Our jobs allow us to encounter new situations and find new ways to overcome challenges every day. Why, then, do we have a tendency to stall or stagnate? </li></ul>
  12. 13. <ul><li>Key to the core of a strong and vibrant workforce. </li></ul><ul><li>People don’t change much – don’t waste time trying to put in what was left out. </li></ul><ul><li>Don’t helicopter in at 17,000 feet, because your people will die, sooner or later. </li></ul>Great Managers Take Aim at Base Camp and Camp 1
  13. 14. Do I Belong Here?
  14. 15. At Work, Do My Opinions Seem to Count? <ul><li>All employees want to feel that they are making significant contributions to their workplaces. The ways organizations hear and process employees' ideas will shape, to a large degree, whether or not they feel valued for their contributions </li></ul>
  15. 16. Does the Mission/purpose of My Company Make Me Feel My Job Is Important? <ul><li>A deeply felt sense of purpose in life leads to excellence. Human beings want to belong to something of significance and </li></ul>meaning. They want to know they are making a difference, contributing to an important endeavor. The best workplaces give their employees a sense of purpose, help them feel they belong, and enable them to make a difference
  16. 17. Are My Co-workers Committed to Doing Quality Work? <ul><li>Highly productive employees tell us there is a vast difference between being assigned to a team and actually identifying with that team. It's a common experience -- our manager assigns us to a workgroup and our name is added to the roster. Just because our names are added, however, </li></ul>doesn't mean that we psychologically join the team, especially if we are afraid the other members don't share our commitment to producing quality work.
  17. 18. Do I Have a Best Friend at Work? <ul><li>Human beings are social animals, and work is a social institution. Long-term relationships are often formed at work -- networking relationships, friendships, even marriages. In the best </li></ul>workplaces, employers recognize that people want to forge quality relationships with their coworkers, and that company loyalty can be built from such relationships.
  18. 19. How Can We All Grow? Camp 3
  19. 20. In the Last Six Months, Has Someone at Work Talked to Me About My Progress? <ul><li>We have all faced the infamous job performance review. Typically, the first two minutes of the review are focused on what the manager likes about us and our work, and the remaining 58 minutes are spent on our &quot;areas of opportunity&quot; (the areas in which we're weak and should improve). </li></ul>
  20. 21. This Last Year, Have I Had the Opportunity at Work to Learn and Grow? <ul><li>The need to learn and grow is a natural instinct for human beings. We can learn and grow by finding more efficient ways to do our jobs. Where there is growth, there is innovation, and this is a breeding ground for more positive and refreshing perspectives toward ourselves and others.   </li></ul>
  21. 22. Only 5 of the Questions Most Directly Influence Employee Retention <ul><li>Do I know what is expected of me? </li></ul><ul><li>Do I have the materials and equipment I need to do my work right? </li></ul><ul><li>Do I have the opportunity to do what I do best every day? </li></ul><ul><li>Does my supervisor, or someone at work, seem to care about me as a person? </li></ul><ul><li>At work, do my opinions seem to count? </li></ul>
  22. 23. <ul><li>Taught </li></ul><ul><li>The “how-to’s” of a role </li></ul><ul><li>Practice </li></ul>
  23. 24. <ul><li>Taught </li></ul><ul><li>What you are aware of </li></ul><ul><li>2 Kinds </li></ul><ul><ul><li>Factual: things you know </li></ul></ul><ul><ul><li>Experiencial: understandings you’ve picked up along the way </li></ul></ul>
  24. 25. <ul><li>Striving – the WHY of a person </li></ul><ul><ul><ul><li>Why motivated </li></ul></ul></ul><ul><ul><ul><li>What defines him </li></ul></ul></ul><ul><li>Thinking – the HOW of a person </li></ul><ul><ul><ul><li>Decision </li></ul></ul></ul><ul><ul><ul><li>Linear </li></ul></ul></ul><ul><ul><ul><li>Practical </li></ul></ul></ul><ul><ul><ul><li>Strategic </li></ul></ul></ul><ul><li>Relating – the WHO of a person </li></ul><ul><ul><ul><li>Traits </li></ul></ul></ul><ul><ul><ul><li>Confronts </li></ul></ul></ul><ul><ul><ul><li>Ignores </li></ul></ul></ul>
  25. 26. <ul><li>Position each person to compensate for what they are wired to do. </li></ul><ul><li>People don’t change that much. </li></ul><ul><li>Don’t waste time trying to put in what was left out. </li></ul><ul><li>Try to draw from what is left in. </li></ul>
  26. 28. <ul><li>select an employee for talent rather than for the more conventional wisdom of selecting for skills and experience. </li></ul><ul><li>clearly define expectations and focus on outcomes rather than the steps or processes of how to achieve that outcome. </li></ul><ul><li>focus on the strengths of their employees and not their weaknesses. </li></ul><ul><li>develop people; they find the right fit for each person, not the next rung on the ladder. </li></ul>
  27. 29. The Four Keys <ul><li>Conventional Wisdom </li></ul><ul><li>Select for experience, intelligence, determination </li></ul><ul><li>Define the right steps </li></ul><ul><li>Overcome weaknesses </li></ul><ul><li>Find the next rung on the ladder </li></ul>Break the Rules Select for talent Define the right outcomes Focus on strengths Find the right fit
  28. 30. <ul><li>Keep it Simple – concentrate on what to say and how to say it. </li></ul><ul><li>Frequent Interaction – between manager and employee. </li></ul><ul><li>Focus on the Future – discuss what “could be.” </li></ul><ul><li>Ask the employee to track their own performance and learnings (self-discovery). </li></ul>
  29. 31. <ul><li>How can I help? </li></ul><ul><li>“ Buying in” </li></ul><ul><li>Where do I fit ? </li></ul><ul><li>How are we doing ? (Work units - results) (Objectives for the team.) </li></ul><ul><li>What’s my job ? (Job responsibilities) </li></ul><ul><li>How am I doing ? (Performance feedback) </li></ul><ul><li>Does anyone care ? (Individual needs & concerns) </li></ul><ul><li>What’s the risk? (Stop, Look, Listen) </li></ul><ul><li>Doing an important job ~ Part of a winning team. </li></ul>
  30. 32. <ul><li>List Your Employees – Most Productive to Least Productive </li></ul><ul><li>List Your Employees – Most Time Spent to Least Time Spent </li></ul>
  31. 33. <ul><li>The fairest thing to do </li></ul><ul><li>Best way to learn </li></ul><ul><li>Only way to stay focused on excellence </li></ul>The Core Role Is the Catalyst Role – Turning Talent into Performance
  32. 34. <ul><li>“I’m going to be very consistent with every one of you because I’ll treat every one of you differently.” </li></ul>
  33. 35. <ul><li>Reconcile responsibilities that appear contradictory </li></ul><ul><li>Set expectations for all your people </li></ul><ul><li>Treat each one differently </li></ul>
  34. 36. The Expedition

Notes de l'éditeur

  • Kathy