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What Is Engagement


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What Is Engagement

  1. 1. What is engagement Why it mattersWhat YOU can do about It<br />Engaging Leaders & Organizations<br />
  2. 2. A Quick Introduction to John Dorris<br /><ul><li>Founding Associate at Sino Associates
  3. 3. 9 Years training and consulting experience in Asia
  4. 4. 7 Years China Leadership Development Experience
  5. 5. Certified Assessor and Coach – Leadership Development Profile & Framework (Action Logic)
  6. 6. Certified NLP Practitioner
  7. 7. Personality Type Certified
  8. 8. Reviewing Skills Certified
  9. 9. SPIN Sales Certified
  10. 10. Languages: English, Mandarin, and Italian</li></ul>A Selection of John’s Clients<br />
  11. 11. Our Topics and Objective<br />Define what engagement means<br />Describe the mindset of an engaged employee<br />Identify what engaging leaders do differently from other leaders<br />Review case studies on engaging organizations<br />
  12. 12. What does it feel like to be engaged?<br />What does giving 120% feel like?<br />Work together to make a picture of being engaged<br />
  13. 13. Our Understanding of Engagement<br />We describe engagement as:<br />“When employees regularly do what is needed, without being told, to improve effectiveness and achieve their organization’s vision and goal.”<br />We believe companies who have engaged employees have better access to their employees’:<br />Sense of Urgency<br />Focus<br />Intensity<br />Adaptability<br />Persistence<br />Personal Initiative<br />
  14. 14. Take a Moment to Consider…<br />What % of employee potential or available energy do you think your company gets every day from the following areas:<br />Urgency<br />Focus<br />Intensity<br />Adaptability<br />Persistence<br />Personal Initiative<br />What % do you think your most significant competitor gets?<br />
  15. 15. Where Engagement Meets<br />The feeling of being engaged and the feeling of being able to engage<br />Do your people DRIVE themselves?<br />Transformational Leadership and what leaders do to create engaged teams<br />Do they MOTIVATE employees?<br />Organization Culture and how it affects engagement<br />Does it ENABLE people?<br />
  16. 16. What is an engaged employee’s mindset?On a scale of 1-5 describe your feelings:<br />Do you believe your work creates a positive impact ?<br />Do you feel good after a day’s work?<br />Can you stay focused for an extended period of time?<br />How do you feel if your team does NOT hit it’s targets?<br />Does time seem to fly by when your at work?<br />Do you feel like you have the knowledge, skills, and equipment to do your job?<br />
  17. 17. What kind of leader engages you?<br />What kind of leader creates 120% effort from you?<br />Work together to make a picture of this kind of leader and their traits<br />
  18. 18. Compare these two pictures<br />Is this engaging? Why?<br />Is this engaging? Why?<br />
  19. 19. 4 Keys That Transformational Leaders Use to Access Engagement <br />Leaders create alignment by setting goals that link strategy and individual action<br />They are role models of fairness and consistency toward their team members<br />Engaging leaders motivate team members with appropriate recognition and support<br />They demonstrate and build trust by empowering their key team members<br />
  20. 20. Creating Strategic Alignment<br />Common Goals<br />共同目标<br />
  21. 21. Feeling Fairly Treated<br />“One of problems is that ethics is never a business issue or social issue or a political issue. It is always a personal issue.”<br />John C. Maxwell <br />Congruency is the key, leaders are always being watched by their followers<br />Being treated fairly is 100% subjective<br />When was the last time you felt you were treated unfairly? <br />What about the last time you were treated fairly?<br />
  22. 22. Recognition and Feedback<br />What do these two topics have in common?<br />What is different between the two?<br />What kind of feelings do they create?<br />The key to both of these skills is that they are communicated regularly and timely<br />What kind of impact can this kind of leadership communication create?<br />
  23. 23. Empowerment and Trust<br />Your manager trusts in your ability to get things done in your department<br />So much so you can never delegate responsibility or develop your employees to take over your responsibilities<br />Imagine this scenario…<br />
  24. 24. Let’s take a quick break!<br />Be ready to continue in fifteen minutes<br />Welcome Back!<br />
  25. 25. What would it look like to work at 120%?<br />Imagine that when you go to work tomorrow everyone is at 120%<br />Work together to make a picture of what this would look like<br />
  26. 26. 4 Keys Found in Engaging CulturesGive your organization a score 1-5<br />Alignment between vision, Core Purpose and individual contribution<br />A culture of consistency and fairness<br />A culture that learns and adapts to change<br />An atmosphere that involves teams in their work<br />
  27. 27. Vision Alignment<br />Do the people where you work know the organization’s vision?<br />Do they feel like their work goals contribute to the organization’s purpose/ mission?<br />
  28. 28. A Culture of Consistency and Fairness<br />Ask yourself the following questions: <br />(quantify your answer 1-5)<br />Do people at my office find it easy to reach agreement across departments?<br />Do the people on my work team share my values? What about other departments?<br />Do my colleagues understand how their work impacts each other?<br />Do people where I work feel like the people management systems are fair?<br />
  29. 29. Learning and Change Orientation<br />Think of the last time your team failed to achieve an important goal<br />Did your colleagues share information to help each other grow from the failure?<br />Did your team adopt new ways to face the problem in the future?<br />Did people learn from the failure?<br />
  30. 30. What is the atmosphere like at a company with involved teams?<br />The atmosphere in the organization is trusting, supporting, and caring. <br />People are proactive and willing to expand their work roles and show team skills.<br />Does this sound like your team?<br />
  31. 31. Why Does Engagement Matter?<br />Take a moment to brainstorm as a small group<br />A recent global study by Tower Perrins showed highly engaged companies to be:<br />70% more productive<br />40% more profitable<br />100% greater share holder value <br />
  32. 32. Engagement Check List<br />
  33. 33. So What Can You (HR) Do About It?<br />Hire people who are easier to engage<br />An engaged mindset can be assessed at the point of hiring through target interviews and psychometrics<br />Benchmark your organization<br />There are plenty of organizational diagnostics available<br />Currently Sino Associates is sponsoring a China wide engagement survey and the service is FREE<br />
  34. 34. So What Can You (HR) Do About It?<br />Build an Engaging Culture<br />Start at the top and create a clear localized vision for the next 10 – 20 years<br />Ex. Global Vision – Be a global leader in x product supply<br />Ex. Localized Vision – In 2020 we will double our product turnover<br />Identify your localized Core Purpose<br />Identify your localized Core Values and their behavior traits<br />Detail your organization’s strategic roles<br />Build a vision road map and share it down the company gathering bottom up feedback<br />
  35. 35. So What Can You (HR) Do About It?<br />Develop Engaging Leaders<br />Create an awareness and buy-in to your local vision<br />Create projects to share the vision and tie it to performance evaluation and coaching<br />Emphasize effective communication that regularly recognizes achievements<br />Create opportunities for leaders to share feedback and information and show them how to do it right<br />Remind them about and coach them for congruency to create a fair work environment<br />Train them to be effective at empowering others through coaching and delegation<br />
  36. 36. Any Questions?<br />
  37. 37. What Are You Going to Do?<br />Work in small teams<br />Tell us what you are going to do to improve engagement<br />Give a short presentation<br />
  38. 38. Thank You!<br />For additional feedback or questions contact:<br />John Dorris<br />Skype: john.dorris<br />E-mail: john.dorris@sino-associates.com<br />Mobile: 13603099924<br />

Notes de l'éditeur

  • We hope that employees drive themselves hard.What do I get what do I give do I belong how can we growSay stay striveEnjoyment belief values