The document is a summary of a webinar about developing an effective strategy for 2021. It discusses the importance of understanding an organization's starting point by gathering data on employee engagement, leadership effectiveness, strengths, weaknesses, opportunities, and threats. Surveying employees can provide insights into these areas and help organizations identify issues to address. Ensuring strong employee engagement and effective leadership is key to creating a strategy that can succeed despite uncertainty. The webinar encourages organizations to claim a free employee survey assessment to gather this important data for strategic planning.

1. A CRYSTAL BALL FOR 2021
PLANNING
8 Oct. Webinar

2. Alyson Doering
Business Engagement Manager
Today’s Facilitator
Stefan Wissenbach
Founder & Chief Engagement Officer
Today’s Speaker

3. HOUSEKEEPING

4. MAKING 2021
A SUCCESS

5. The only certainty is uncertainty
In the world we live in now, there is less luck.
Today is about how you make your 2021 strategy work.
The strategies many are setting now won’t work, and that’s not
because of COVID-19.
It’s because they haven’t equipped themselves for the uncertainty
ahead.

6. Ensuring you accurately plot your starting point
Avoiding a common pitfall: Ignoring data that can make/break success
Assessing your own organisation strategically
TODAY’S AGENDA
Improving the accuracy of your strategic planning
Making the unknown knowable: to fine tune your plans
Are my leaders equipped to deliver?
Are my employees looking for new jobs?
Are disengaged employees harming profitability?

7. You know where you want to go…but do
you know how to get there?
2021 is new territory. When you enter new
territory, you consult a map.
The strategy you develop is your map for the
coming year.
The real question is this: Do you know your
starting point?

8. The data trap
Strategic, operational, and financial
achievements
Trends in results over time
What your KPI’s capture:
What your KPI’s miss:
Your team’s perceptions and engagement
How aligned they are with your goals
Their understanding of how they contribute
Concerns they have about the business

9. The fundamental flaw
As the business grows, you will lose sight of all the details.
You have to allow the people in the roles you’ve
hired to do their jobs.
As a result, they - not you - know the issues and
opportunities related to their roles.
You have to tap into that that knowledge.

10. To locate where you really are, look around
Strengths
Weaknesses
Opportunities
Threats
Many planning exercises start with a SWOT analysis
A SWOT analysis identifies and charts:
The result is a landscape view of the
marketplace, and how the company is
positioned within that marketplace.

11. Plotting your starting point accurately
Are your leaders effective?
Are your teams aligned behind their
leaders?
Are your reliable sources of strength in good
shape?
What opportunities do your employees see
for the business?
What new threats are on the radar?
To determine your starting point, you’ll want to know…

12. 3 things will happen when you involve your
team
You will gain confidence when you affirm a hunch you had about the
business. It now becomes a truth.
You will spot opportunities to make material improvements you may
never have recognised.
You will encounter some really nice surprises in the form of incisive
and thoughtful feedback and increases in engagement that delight
you.

13. Strengths
…Not as well known as you think!
You know what areas of the business are performing well. But how
well do you understand the people-factors driving those results such
as:
Strong team dynamics
An exceptionally effective mid-level leader
A new hire exerting a powerful ripple effect in their area of the
business

14. Weaknesses
Small issues don’t make it to
your desk.
But what happens when
there are 50 of them?
That’s a problem.
I would like to see more
engagement in the office sharing
experiences and knowledge
between colleagues to get the best
results for our clients.
I think communication between
colleagues/departments could be
improved as often we do not
understand the struggles
our colleagues face when we have
deadlines to meet
for clients.
“
“
”
”
…Small ones are important

15. Opportunities
An opportunity to correct a
problem
An opportunity to correct a
misunderstanding
…Perception or problem?
Items needing attention
usually fall into one of
two categories:

16. Threats
…the slippery
slope to
dysfunction.

17. The business is
disorganised and
inefficient.
Relationships with
customers are negative,
time-consuming and
strained.
“A-players” are already
gone, and remaining
employees operate with a
blame culture.
Leaders lack
autonomy and have
high staff turnover.
Threats

18. CREATING A
STRATEGY THAT DOES
NOT RELY ON LUCK

19. Get a clear view
The Comparison
report that’s part of
our Benchmark
reveals at a glance
the hotspots and
nice surprises.

20. Your leaders: strategy killers or champions?
Leaders tend to fall into two categories -
The group that gets it - the right type of leaders who fall
into our 7 C’s
This is why we actively encourage clients to set up
groups for every leader in the business (3 or more
reports)
This makes the leaders identifiable - employees will
score accordingly
The leaders who don’t get it. They are uncomfortable
with being identifiable in the main

21. ““I’m not worried about my disengaged
employees that have decided to leave. I’m
worried about my disengaged employees
that have decided to stay.”

22. Disengagement - the profit drain
Disengaged employees are those
that are showing up, but barely.
They don’t like their jobs, and
wouldn’t recommend their
employers or their employer’s
products and services.
£17K
A disengaged
employee costs
per year based on a
£50,000 salary

23. Retention - keeping the good ones, & much more
Communication: Is there an open dialogue and information-sharing
between people?
Transparency: Are you explaining to your organisation the nature of
its performance, what’s working, what’s not, and where there’s risk,
so all are on a level playing field?
Health and safety: Are you taking appropriate measures to make your
team feel safe in the environment?
The core issue: Do your employees believe in the stability of the
company? Questions to ask include:
If you do these three things right, and they will feel stability.

24. Engaged employees - generators of power
An engaged organisation is
easier to run.
Your people are dialled into the
business and seize ownership,
fueling innovation.
As a leader, you get more of the
‘nice surprises’ I’ve mentioned
earlier. Success begets success.
Engaged
employees are
more empowered to
perform their best work
4.6X82%
of employees at companies
with strong financial results
are highly engaged

25. IN SUMMARY

26. Go forth and succeed in 2021!
You’re going to make informed decisions - with confidence.
You’ll be able to identify and mitigate risks - immediately
Your team will be equipped to weather choppy waters and
uncertain conditions …
…Because you will have given them a foundation built on
substance - not luck.

27. Get the data you need -
survey your teams now.
Current clients: don’t delay
surveying your teams.
If you’re new to Engagement
Multiplier: we are making our
comprehensive Benchmark
Assessment available to you, at
no charge.
Claim your free Benchmark Assessment
signup.engagement
multiplier.com/
leadership/

28. Q&A

29. Get the data you need -
survey your teams now.
Current clients: don’t delay
surveying your teams.
If you’re new to Engagement
Multiplier: we are making our
comprehensive Benchmark
Assessment available to you, at
no charge.
Claim your free Benchmark Assessment
signup.engagement
multiplier.com/
leadership/

30. THANK YOU!