Everything we do ties to our mission of
Reinventing Leadership and the Meaning of Work .TM
We know how to impact your bottom line
by engaging and developing your leaders and employees.

Contents
Section 1: About BlessingWhite
Section 2: Leadership Development
Executive Coaching
High-Performance Culture Scan™
High-Performance Leadership Assessment™
Influencing Across the Matrix
Leading in a Virtual Environment™
Leading Out Loud™
Leading Technical Professionals™
The Kai Method
Senior Team Consulting
Why Should Anyone Be Led by you? ™
Section 3: Employee Engagement
ADUKG’s Employee Engagement Model
Employee Engagement Suite
EE Toolkit
The Engagement Equation (from Managers)
Driving Engagement
Helping Others Succeed ®
Taking Control of Your Engagement
Career Suite
It’s Your Career
Career Coaching for Managers
The Career Portal
Fast Start®
MPG®: The Success Connection
Putting Values into Action™

Section 1:
About Us

Who We Are
BlessingWhite is a global consulting firm dedicated to
creating sustainable high-performance organizations.
We provide consulting, processes, tools and training to:
• Create high-performance cultures that drive bottom-
line results and reinforce your organization’s mission
and values.
• Develop leaders at all levels who can manage the
business and inspire your employees.
• Align employee self-interest, energy and talents with
your organization’s strategy.
© BlessingWhite 2011 Fast Start

We Led the Way
That Others Now Follow
While everyone else was talking about managing
down, managing up, managing performance,
managing talent and managing change, we’ve been
helping organizations create successful employee/
leader partnerships focused on what matters most.
BlessingWhite was founded on the
premise that individuals and organizations
can achieve extraordinary results when
both are clear on what they want,
talk about it and take action together.

What Makes Us Different
Founded in 1973,
employee-owned since 2001...
We have a proven track record, a committed
workforce of employee-owners and the
freedom to provide cutting-edge solutions.
Starting with two men (Blessing and White)
who had a revolutionary idea…
We have made a difference for thousands of clients
and more than 3 million individuals worldwide.
Expanding capabilities with
continued focus on what we do best...
We are the experts in helping you execute
your business strategies through your people.
© BlessingWhite 2011 Fast Start

We’re Not All Things
to All People
Our clients know that when they need more than buzzwords,
we offer expertise.
When they call, we have the answers for:
• Organizational Culture
• Leadership Development
• Coaching
• Team Dynamics
• Leveraging Technical Talent
• Career Development
• Performance Management
• Employee Engagement

We Know What Works
We provide the following to support our expertise:
Organizational Diagnostics to take a reality check, identify critical
leverage points for superior performance and measure the impact of
training and OD initiatives.
Consulting with Senior Teams to ensure collaboration and clarity
about what your organization stands for, where your organization
wants to be and how it needs to move forward.
Executive Coaching and Assessments to help individual leaders
manage the business and inspire employees.
Development Processes to equip leaders at all levels to execute
strategy, build commitment, leverage their team’s expertise and
coach for superior performance.
Alignment and Engagement Processes to focus individual talents and
interests in a way that delivers the results you need and shapes the
work employees love.
© BlessingWhite 2011 Fast Start

But Wait, There’s More...
Thought Leadership Our regular workplace studies build on the ground-
breaking work of our founders. We share our insights with the business
community and weave our research findings into all that we do.
The Right Solutions Our consultants are experienced in shaping and
implementing effective workforce initiatives to address the most daunting
business challenges and reach peak business performance.
Versatility We have more than 30 years of experience working with clients
to provide unique solutions that drive your business and complement your
existing initiatives. We will meet your needs for quality, budget and timing.
Smooth Implementations We don’t sell and walk away. We’re small
enough for personal attention, large enough to support organization-wide
implementations.
Where You Need Us to Be We’re global, with a worldwide network of
professional consultants and trainers.
Here Because of You BlessingWhite’s legacy of service excellence and
workforce of tenured employee-owners mean unparalleled commitment to
your success.

Known by the
Companies We Keep
We’ve worked with thousands of organizations across a wide range of industries,
government agencies and not-for-profits. We’ve partnered with a long list of
Fortune 500 companies. We are honored to have worked with household
names, innovators, movers and shakers.
New clients join us each year, often at a major crossroads, to build high-
performance cultures, create leadership breadth and depth and achieve
employee engagement. Give us a call. We’ll happily name some names or
tell some tales.
Better still, let’s talk about how we can help you make a difference.
We’ve made a difference with clients
across six continents.

Some of our clients...

Section 2:
Leadership

Executive Coaching
Providing the Customized Impact Executives Need
Executives face tremendous pressure and visibility inside and outside the company. To be
successful, they must inspire vision, demonstrate extreme competence and sustain commitment
amidst intense competitive and rapidly-changing conditions. To keep pace with the demands
and complexity, they need specialized support. Training isn’t enough. Executive coaches bring
candor, objectivity, confidentiality, fresh perspectives, expertise and a breadth of experience in
different organizational cultures, industries and business environments.
Executive Coaching Gets Results
Executive Coaching outcomes include…
• Increased effectiveness and retention of key leaders
• Improved business results
• Increased employee engagement
- Retention of leaders’ direct reports and colleagues
• Increased senior team effectiveness, cross-functional
collaboration and credibility
© BlessingWhite 2011 Fast Start

High-Performance Culture Scan™
In any organization, senior executive teams make constant A COMPREHENSIVE AND CUSTOMIZABLE
choices about the array of possible strategies and change PROCESS
initiatives available. Having the right kind of data available The High-Performance Culture Scan uses three methods for
is crucial for choosing wisely. The High-Performance gathering data about your organization:
Culture Scan™ equips senior leaders with powerful insights
• On-line employee surveys to collect a broad range of
into their organization… and themselves.
perspectives
VALUABLE INFORMATION TO CONFRONT KEY • Focus groups to gather stories and examples
CHALLENGES • One-on-one interviews to gather the most specific and
High-performance culture initiatives need a baseline to candid information
define progress. Through examination of current behavior The High-Performance Culture Scan begins when the senior
and leadership practices, the High-Performance Culture leader invites employees to complete a 10- to 15- minute
Scan provides a sanity check about current alignment with on-line survey. Survey items measure:
espoused mission and helps executives prioritize gaps and
• Overall employee commitment
opportunities.
• How well leaders and employees “walk the talk” of the
Efforts to drive strategic direction depend on
organization
understanding varying perspectives about the organization’s
mission and direction. The High-Performance Culture Scan • Which business practices align with the organization’s
gathers meaningful examples of current practices that core drivers (mission, values)
illustrate core organizational drivers and hindrances to the
success of new strategies or direction.
Assessments of overall organizational success are both
richer and more nuanced when the organization’s top
leaders can take an objective perspective. Examining both
the organization’s focus on results and its focus on culture,
the High-Performance Culture Scan identifies critical gaps
and issues.
Improving senior team effectiveness can be a complex
undertaking. The High-Performance Culture Scan improves
clarity by illustrating the impact of senior team behavior on
the larger organization, illuminating points of disunity or
suboptimal senior team function and inspiring top leaders
to focus on their individual and team effectiveness.
A UNIQUELY COMPELLING POINT OF VIEW
The 4th Quadrant integrates an organization’s focus on
performance and results with a purposeful focus on its
culture. We developed the High-Performance Culture
Scan to yield a deep, multi-perspective organizational
assessment and to provide senior executives and HR
sponsors with actionable ways to become a 4th Quadrant
organization.
© BlessingWhite 2011 Fast Start

High-Performance
Leadership Assessment™
Leaders are often viewed as either “results” or “people” THE HIGH-PERFORMANCE LEADERSHIP
oriented. While traditional management skills and business ASSESSMENT REPORT
competence get leaders promoted, our research — Each leader receives a confidential feedback report that
comprising a data set of nearly 1,400 leaders and 8,000 shows the leader’s own ratings and the ratings of the
feedback providers — indicates that being trustworthy, feedback-givers. The report includes three sections:
showing empathy and creating meaning are the
• Category Summary. Numerical scores with a bar chart
characteristics that differentiate truly exceptional leaders.
visual compare the leader’s self-assessment with average
Clearly, leadership isn’t an either-or proposition. High- ratings by others on how strongly the leader demonstrates
performing leaders we’ve studied integrate several each of the eight categories. The category summary also
seemingly contradictory leadership characteristics. Our includes the numerical difference between the leader’s
High-Performance Leadership Assessment measures a rating and the average of others’ ratings.
leader’s ability to demonstrate – and effectively integrate –
the paradoxical leadership characteristics of competence • Ratings by Item. Each of the categories includes 5 to 8
and connection. questions, or items. Numerical scores and a bar chart
visual show the leader’s self-assessment and average
COMPETING DYNAMICS ratings by others on how strongly the leader demonstrates
Competence is the ability to drive results using business each of the specific behaviors. The report also shows the
acumen, job-related expertise, sound reasoning, clear numerical difference between the leader’s rating and the
communication and accountability to deliver on promises.
average of others’ ratings.
Connection is the ability to create trusting, inspiring
relationships with followers by demonstrating • Range of Responses by Item. While averages of others’
commitment and passion, linking personal convictions feedback give the leader a snapshot of how his or her
to the organization’s mission and values and behaving self-perceptions match those of others, averages are
consistently with one’s own stated values. not sufficient to convey how similarly each feedback giver
High-performance leaders bring together both competence experiences the leader. The Range of Response by Item
and connection. This competing dynamic is essential for section of the report graphically depicts the spread of
inspiring followers, creating an environment that encourages numerical ratings received from each anonymous
innovation and delivering sustainable business results. feedback provider. This visual allows the leader to spot
patterns in others’ perceptions.
Competence Connection
Business
Trustworthiness
Aptitude
Internal External
Attunement Attunement
Clarity Depth
Responsibility Empathy
© BlessingWhite 2011 Fast Start

Influencing Across the Matrix
Outcome:
Attendees will walk away being better equipped to navigate a matrix environment, where they may have little positional
power. They will be able to form stronger networks across the organization and more effectively build sponsorship for
their ideas, gain stakeholders’ buy-in and support, solicit the cooperation of others and drive their priorities. They will do
so through building trust and credibility, thoroughly assessing the style and needs of those being influenced and skillfully
applying core communication techniques
Audience: professionals, individual contributors, team leaders
Length: 2 days
OVERVIEW OF THE WORKSHOP FEATURES AND OUTCOMES
Working in a matrix environment, where reporting On-line Prework
structures are blurry, where one is often responsible for • Influencing Skills Self-Assessment
engaging others in tasks and processes with little formal
authority or power, where teams are ever-shifting and • Solicited feedback from up to 5 colleagues
changing, has become a challenging, daunting reality for • Identification of real-world situations to be leveraged
many of today’s professionals. throughout the workshop
Influencing Across the Matrix will help individuals Highly interactive, practice-based modules
tasked with navigating this environment to gain a better
Focus on applying skills and strategy to real-world
understanding of the matrix structure and its subsequent
situations, for immediate transfer of learning
benefits and challenges, while building skills to help
them move through it more effectively. Participants will Commitment to taking concrete actions post-session
explore and develop skills and strategies of persuasive
communication, understanding of the individual and the
situation, networking and influencing that have become
increasingly important and critical to both individual and
organizational success.
© BlessingWhite 2011 Fast Start

Leading in a Virtual Environment
Building Effective Working Relationships Across Distance
In today’s large, global organizations, the sun never sets. WORKSHOP OUTCOMES
Increased globalization leads to an increase in the number After the workshop, participants will be better able to:
of employees who work in locations that differ from their
• Increase the environment of trust and productivity with
leaders. As a result, virtual leadership has become the
virtual team members
norm in many organizations.
• Use four Critical Communication Skills essential to virtual
There are many advantages to virtual leadership, but
leadership
also many challenges for both the virtual leader and the
associate. Research tells us that a virtual leader needs to • Apply feedback from virtual associates and be equipped
have stronger management skills and strategies that are to lead productive Virtual Partnership Discussions
different from a leader who has employees in the same • Develop best practices for virtual team meetings and
location. Virtual leaders need to place greater emphasis on conference calls
trust and communication in order to successfully lead a
• Lead virtually with more effectiveness as Coach,
virtual team.
Connector and Campaigner
As a COACH, a virtual leader:
• Develop strategies and carry out action plans for
• Reinforces a foundation of trust
enhancing their own virtual leadership style and practices
• Leverages strong communication
• Maximizes a virtual employee’s contribution and
satisfaction
As a CONNECTOR, a virtual leader:
• Connects team members to one another
• Connects team members to pertinent information that
will increase their contribution or satisfaction
• Connects team member to cross-functional groups and
other leaders within the organization
As a CAMPAIGNER, a virtual leader:
• Increases visibility of his/her team to the larger
organization to enhance the team’s influence and foster
recognition and career opportunities for the team
members
• Communicates the needs of the team and influences
decision-makers to obtain necessary resources the
team’s success
© BlessingWhite 2011 Fast Start

Leading Out Loud™
SUCCESSFUL CHANGE REQUIRES WORKFORCE After the Leading Out Loud intensive, in-person workshop,
COMMITMENT your organization’s leaders will be better able to:
Today’s business executives need to be masters of change • Integrate their personal convictions with business
in new ways. Rather than issue orders, they must first priorities
determine what is needed in their organization to serve the
marketplace and then adeptly drive change by encouraging • Inspire others to action and ownership in creating
vision and innovation within their teams. What’s the positive change
difference between change that delivers bottom-line results • Create an environment of openness and candor,
and initiatives that fall short? The genuine commitment unleashing more ideas and breakthrough innovation
of those charged with implementation. And winning that
• Motivate others in team meetings, coaching situations,
commitment is by no means a given in an increasingly
presentations and one-on-one conversations
uncertain and cynical business environment.
• Earn deeper trust and commitment from employees,
LEADERS GO FIRST
colleagues and customers
Cynicism and uncertainty aren’t the only things standing in
the way of workforce commitment. People are looking for • Lead change effectively with or without position power.
meaning at work beyond the traditional definitions of job
satisfaction, compensation and benefits. How does a leader
OUTCOMES
obtain committed action in this environment? It takes a lot
To move your organization forward, your top leaders
more than merely communicating strategic objectives. It
and executives need to be leaders who can gain true
takes personal connection — continuous and consistent
commitment versus mere compliance. Leading Out Loud™
personal connection.
will help them focus energy and sustain morale through
Inspiring leaders look inward and connect their business volatile business cycles and achieve lasting results.
messages with what they deeply believe in and care about.
Participants in the workshop leave with:
They create shared purpose by engaging the hearts and
• A clearer leadership point of view
minds of others. This kind of leadership earns commitment
and provides the meaning that fuels maximum contribution. • A pragmatic communication framework for inspiring
committed action
YOUR PARTNER IN DEVELOPING LEADERS
WHO CAN DRIVE CHANGE • A new standard of leadership integrity and constructive
BlessingWhite’s leader development program, Leading dialogue with senior executives, colleagues, direct
Out Loud, is based on the book by veteran communication reports and even customers and shareholders
consultant Terry Pearce. It is designed to develop leaders • Real progress on a current business challenge or
who can drive business results through authentic opportunity to move the organization forward.
communication.
“Communication is the primary tool that leaders have
to bridge vision and strategy to others’ actions,” asserts
Pearce. “Learning how to craft, clarify and hone leadership
messages is a discipline that enables leaders to analyze
and act on all situations more effectively.”
“It’s about more than skill... it’s about character.
Because leadership today starts with a decision,
not a promotion.”
Terry Pearce
Leading Out Loud
© BlessingWhite 2011 Fast Start

Why Should Anyone
Be Led By You?™
Leadership is a relationship between leaders and followers. AN ENGAGING DEVELOPMENT APPROACH
It, like all relationships, is a somewhat fragile condition and Why Should Anyone Be Led by You? is grounded in the
needs to be carefully, constantly cultivated. Yet too many research and thought leadership of professors Rob Goffee
leaders hone prescriptive behaviors outside the context of and Gareth Jones, authors of the best-selling Harvard
their followers, emulating celebrity CEOs and bosses they Business Review article and book of the same name.
admire. They try to be people they aren’t and as a result, BlessingWhite’s 38-plus years of experience with thousands
they often fail. If they fail, your organization will, too. of clients worldwide ensures that this blended learning
experience is engaging, relevant, sustainable, flexible
To silence a room of executives ask them, “Why would and effective.
anyone want to be led by you?”
We will work with you to create a mix of consulting, content
London Business School professor Rob Goffee and
and tools to reflect your organization’s most pressing
Centre for Management Development fellow Gareth
Jones have studied this leadership question for the business priorities, culture and workforce.
better part of a decade, writing a Harvard Business
Review article and best-seller of the same name. Key Concepts
Now BlessingWhite can help your leaders put Goffee The CASE Framework… A practical way for leaders to
and Jones’ findings into practice. understand the needs of their followers (community,
authenticity, significance and excitement) and re-evaluate
their approach to leadership
GREAT LEADERSHIP EXCITES PEOPLE TO
Be Yourself – More – With Skill… Three authentic
EXCEPTIONAL PERFORMANCE
leadership practices:
Successful leaders modify their behavior to respond to
• Become a Situational Sensor
the needs of their followers and the circumstances they
encounter – while simultaneously remaining true to who • Know and Show Yourself Enough
they are. They produce results by being crystal clear on • Communicate with Care
their unique differentiators and by addressing the four
critical needs of their followers: Core Methodology
Community. Followers long for a sense of belonging, to • An online learning component to make the most of
feel part of something bigger. Leaders must help them leaders’ face-to-face action learning experience
connect to others (not just to the leaders themselves) • An intensive working session in which short bursts of
as well as to the overarching purpose of the organization. learning alternate with in-depth business issue analysis
Authenticity. Followers choose to be led by humans, not and concept application
titles or credentials. Leaders must be able to identify and • A simple online feedback process that offers a reality
deploy their personal differences, foibles and strengths check on the needs of leaders’ followers and focuses
to inspire employees to apply their energy and talents. leaders’ personal development strategies
Significance. Followers want to believe their efforts • Peer coaching and community building
matter. Leaders need to recognize contributions in a
meaningful way, with highly personalized feedback. What Leaders Say About Their Experience
Excitement: Followers need a spark to trigger their “Fantastic experience, compelling content.”
exceptional performance. Leaders who articulate their “I will return to the office and begin leveraging what
own passion, values and vision provide the energy and I have learned immediately because we used a live
enthusiasm employees hunger for. project in the learning process.”
Successful leaders can answer the question “Why should “The model is easy to understand, implement and
exercise. The CASE framework put much needed
anyone be led by you?” with confidence.
structure around the concept of leadership.”
© BlessingWhite 2011 Fast Start

The Out-thinker Process
A Strategic and Innovative Thinking Workshop
Out-think the Competition®
Innovation rarely happens by accident, especially once an It packages a set of simple strategizing tools that help a
organization or team is executing. We tend to think that it’s team collaboratively define a creative growth strategy by
a magical property that leaders and teams either have or facilitating a five-stage process:
will always lack. But as Kaihan Krippendorff’s work shows, 1 Reach discontent: how efficiently bring a team
the traits and behaviors for innovation can be cultivated to
through a purposeful process using proven principles and accept that change is necessary and agree on a key
stratagems. The Out-thinker Process equips leaders and strategic growth question
their teams with a practical, repeatable method to develop
and adjust an innovative strategy that helps them outthink 2 Explore options: seven key strategic questions to ask to
and outperform their competition. inspire others to see creative strategic possibilities
Times of major change, like the one we are experiencing 3 Achieve strategic clarity: rapidly isolate options with
today, disturb the order of power. They divide leaders into the greatest growth potential then set strategic
those flexible enough to embrace new perspectives (“out- priorities
thinkers”) and those who work within old points of view 4 Achieve break-out: enroll key take-holders to build
(“thinkers”). The success of organizations and careers support for innovation
depends to a great extent on the ability to shift a paradigm
5 Consolidation: establish three fundamental sources of
and inspire others to do the same.
long-term competitive advantage
This session draws on the study of hundreds of history’s
most competitive companies from Wal-Mart and GE
to Google and Baidu. It shows that businesses unlock
breakthrough growth when a team of leaders collaborates
to shift their perspectives and thereby see strategic options
that their competitors overlook.
“ All innovations start when someone
experiences a Shift by naming something,
categorizing it, or seeing a use for it in a novel
way and then convinces others to experience
the same Shift. It is the aim of this book
to help you understand how to cause the
Shift in yourself, your organization and your
environment . . . to become a more effective
innovator, better skilled at changing the world.”
© BlessingWhite 2011 Fast Start

Helping Others Succeed®
A PROCESS THAT WORKS Their employees will:
Helping Others Succeed is a systematic, ongoing • Be more productive and produce higher-quality work
process of feedback, analysis, planning and action that
enables managers to establish and strengthen coaching • Attain greater satisfaction
relationships. It takes the guesswork out of determining • Develop and grow professionally
individual coaching preferences by engaging employees in
• Be able to achieve their personal goals while delivering
the coaching relationship. It demystifies the coaching
on the organization’s
process and provides a framework that mirrors what the
best coaches do intuitively. As a result, managers are • Experience an increased sense of ownership to
more confident, comfortable and competent in doing what • Multiply their reasons to stay — and stay engaged
they know they should be doing more of — coaching, not
directing, their people.
OUTCOMES
Clarity, relationships, dialogue and action drive business
results. Without these elements, the best business
strategies will falter. It’s up to managers to put the pieces
together. They can’t do it if they can’t — or won’t — coach.
Helping Others Succeed can make the difference with
managers at all levels, regardless of their skill, tenure
and confidence. Organizations use Helping Others Succeed to:
Managers will be able to: • Build a high-performance organization
• Create an environment where ideas, feedback and • Create a coaching culture
concerns are freely discussed • Align and engage their workforce
• Increase their personal satisfaction and success • Maximize their performance management system
• Deliver on the needs of their organization and keep • Focus employee contributions on what matters most
individual team members energized
• Become more flexible and adaptable
• Make the most of their team members’ unique talents
• Encourage innovation and risk taking
• Build their teams’ “bench strength”
• Retain top talent
• Retain top talent
What Leaders Have to Say About Their Experience
“I valued the shift from ‘problem solving’ mode to ‘coaching mode’
— a fundamentally different way of being.”
“The real examples and peer coaching were great. The assessment was valuable and I’ll
use it with my other team members.”
“This was an awesome class. It gave me a clear, defined process that’s very do-able.”
BlessingWhite workplace surveys confirm that people want work to be challenging,
interesting and meaningful. Helping Others Succeed can help your workforce achieve
that goal — while helping you deliver on your top business priorities.
© BlessingWhite 2011 Fast Start

Leading Technical Professionals™
UNIQUE CHALLENGES COMPETING PRIORITIES
Leadership is not easy. Most managers feel the squeeze As experts themselves, leaders of professionals often
of being on the front line. They must execute ambitious maintain project responsibilities. While they guide the daily
business strategies with fewer resources, connect with work and development of their team members, they must
customers and keep their teams motivated and productive also complete their own assignments and keep up-to-date
— while simultaneously extinguishing the “fires” that crop with industry advances.
up each day.
UNIQUE TEAM MEMBERS
BlessingWhite’s recent study of nearly 900 leaders of Our two decades of research and experience confirm that
technical professionals indicates that the challenges faced technical professionals bring unique capabilities, values
by individuals leading technical professionals are even more and expectations to the workplace. Leading these smart,
complex. highly skilled team members requires adept leadership
MISSION CRITICAL PROJECTS maneuvers. This is no small feat for managers who are
often promoted because of their exceptional technical
More than ever, the expert team members whom they lead
— such as programmers, engineers, scientists and financial capabilities, not people skills.
analysts — are relied on to innovate, keep every part of A UNIQUE PROCESS
the business running and rapidly transform new ideas into Leading Technical Professionals™ equips managers with
faster, better, cheaper, smaller or easier products skills and strategies for making the most of the expertise,
and processes. independence and confidence of today’s specialized
knowledge workers.
© BlessingWhite 2011 Fast Start

Section 3:
Engagement

BlessingWhite’s Employee
Engagement Model
Organizations are keen to maximize the contribution of each individual Full Engagement
toward corporate imperatives and metrics. Individual employees, occurs at the alignment of maximum job satisfaction and job contribution
meanwhile, need to find purpose and satisfaction in their work.
Consequently, BlessingWhite’s engagement model focuses on an
individual’s:
• contribution to the company’s success
• personal satisfaction in the role.
We believe that aligning employees’ values, goals and aspirations
with those of the organization is the best method for achieving the
sustainable employee engagement required for an organization to
reach its goals.
Full engagement represents an alignment of maximum job satisfac-
tion (“I like my work and do it well”) with maximum job contribution
(“I help achieve the goals of my organization”). The index we use
to determine engagement levels contains items that reflect the two
axes of contribution and satisfaction. By plotting a given population
against the two axes, we identify 5 distinct employee segments.
Level Description
A The Engaged: These employees are at “the apex” where personal and organizational interests align. They contribute fully to the
High contribution success of the organization and find great satisfaction in their work. They are known for their discretionary effort
& high satisfaction and commitment. When recruiters call, they cordially cut the conversation short. Organizations need to keep them
engaged, because they can transition over time to any of the three adjacent segments, a move that would likely
impact workforce morale and the bottom line.
B Almost Engaged: A critical group, these employees are among the high performers and are reasonably satisfied with their job. They
Medium to high may not have consistent “great days at work,” but they know what those days look like. Organizations should
contribution & invest in them for two reasons: They are highly employable and more likely to be lured away; they have the
satisfaction shortest distance to travel to reach full engagement, promising the biggest payoff.
C Honeymooners & Honeymooners are new to the organization or their role — and happy to be there. They have yet to find their
Hamsters: stride and clearly understand how they can best contribute. It should be a priority to move them out of this
Medium to high temporary holding area to full alignment and productivity. Hamsters may be working hard, but are in effect
satisfaction but “spinning their wheels,” working on non-essential tasks, contributing little to the success of the organization.
low contribution Some may even be hiding out, curled up in their cedar shavings, content with their position (“retired in place”).
If organizations don’t deal with them, other employees may grow resentful or have to pick up the slack.
D Crash & Burners: Disillusioned and potentially exhausted, these employees are top producers who aren’t achieving their personal
Medium to high definition of success and satisfaction. They can be bitterly vocal that senior leaders are making bad decisions or
contribution but that colleagues are not pulling their weight. They may leave, but they are more likely to take a breather and work
low satisfaction less hard, slipping down the contribution scale to become Disengaged. When they do, they often bring down
those around them.
E The Disengaged: Most Disengaged employees didn’t start out as bad apples. They still may not be. They are the most disconnected
Low to medium from organizational priorities, often feel underutilized and are clearly not getting what they need from work.
contribution & They’re likely to be skeptical and can indulge in contagious negativity. If left alone, the Disengaged are likely to
satisfaction collect a paycheck while complaining or looking for their next job. If they can’t be coached or aligned to higher
levels of engagement, their exit benefits everyone, including them.
To learn more about BlessingWhite’s engagement model and best practices,
download recent research from our Web site: www.blessingwhite.com/research
© BlessingWhite 2011 Fast Start

BlessingWhite’s
Suite of Engagement Solutions
Population Capability Features
Employee Engagement Diagnostic, a short online survey, with analysis • Always custom
and reporting, to provide a snapshot of who’s engaged, who’s not, and
why. Recommendations and consulting focus on identifying immediate
Chief Engagement actions, not just cascading communications of results.
Officers & Executive
Sponsors Engagement Audit to review existing survey data and related workforce • Custom analysis
metrics, run focus groups/interviews, and recommend a comprehensive
approach for increasing engagement. Includes a facilitated
action-planning session with key influencers or executive team.
The Leader’s Role in Engagement, an interactive session that helps leaders: • Highlights research
• Buy in to the business case for engagement • Virtual or in-person
• Understand what engagement is – and isn’t delivery (2 hrs – ½ day)
• Become familiar with common engagement drivers • Customized to link to
• Clarify the role leaders at all levels need to play in building a culture business issues
that fuels engagement.
Executives
Leading Out Loud, an intensive working session equipping leaders with • 2- to 3-day workshop
a practical communications approach that ensures employees
understand what to do and care enough to take action. Optional
leadership assessment available.
Executive Coaching, personalized 1-on-1 development for leaders who • Always custom
need to increase their effectiveness as individuals and/or part of a team. • Individualized plans
Why Should Anyone Be Led by You?, a leadership workout experience • Blended learning
that equips leaders to create meaning for employees, build community, • 1- to 2-day “workout”
and excite the workforce to exceptional performance.
Executives, Senior
& Mid-Level Leaders
Business Unit Action Planning, a facilitated session to equip leaders • Always custom
(Managers of with a framework to communicate engagement data and to craft • ½ day meeting
Managers) strategies and next steps based on their area’s data. Can be run with • Follows Engagement
The Leader’s Role and other engagement solutions. Diagnostic
Driving Engagement, an experience that helps leaders understand the • Blended learning
factors that influence engagement, create individualized engagement • 1- to 2-day workshop
partnerships, and apply engagement essentials in their daily leadership.
Leaders conduct engagement partnership discussions based on
non-anonymous feedback after the session.
The Engagement Equation for Managers, a workshop that helps • Blended learning
Front-Line Leaders leaders understand the factors that influence engagement, increase • 1-day workshop
their own satisfaction/contribution, create targeted engagement • Tailored to reflect
strategies, conduct engagement reviews, and create a team environment engagement data
that fuels engagement.
Career Coaching, a learning experience that equips leaders with a • Blended learning
greater understanding of today’s career landscape and tools for • Virtual or in-person
supporting individuals’ aspirations and growth – even when few delivery (2 hrs – ½
“traditional” career opportunities exist. day)

Population Capability Features
Helping Others Succeed, a systematic, ongoing process of feedback, • Blended learning
analysis, planning and action that enables managers to establish and/or • 1- to 1½-day workshop
strengthen coaching relationships. It takes the guesswork out by
determining individual coaching preferences. HOS “demystifies” the
coaching process and provides structure and a framework that mirrors
Front-Line Leaders what the best coaches do intuitively.
Preparing to Engage, a workshop that equips managers with a toolkit for • 2 to 4 hour workshop
driving engagement among their team. An introduction to engagement,
why it is important, and the manager’s role in driving engagement are
all explored.
Taking Control of Your Engagement, a learning experience designed • Blended learning
to help employees understand the factors that influence engagement, • Virtual or in-person
clarify the personal values that shape their satisfaction at work, consider delivery (2 hrs – ½
the information and support they need to perform at their best, and day)
identify actions to become more engaged.
It’s Your Career, a learning experience that provides employees with • Always custom
insights and tools for successful career management. Three core • Individualized plans
Individuals
concepts: Know yourself, know your options, take action. Can be
combined with a self-directed online portal of resources and activities.
MPG: The Success Connection, a development process that features • Blended learning
detailed manager feedback, online activities, a workshop, and a • 1- to 2-day workshop
structured employee-manager discussion to align employee interests
and actions with organizational goals.
Engagement model, BlessingWhite’s proprietary “X” model that • Licensing
illustrates how engagement results from the intersection of employee • Certification
and organizational interests and the achievement of maximum
satisfaction and maximum contribution.
Career portal, with self-directed online tools to support a comprehensive • Always custom
HR Leaders
career development initiative. • Not sold alone
Engagement Champions, certification process that enables members • Certification
of an organization to become experts in Employee Engagement using • Licensing of products
BlessingWhite’s proprietary methods, models, and resources. and processes
© BlessingWhite 2011 Fast Start

Employee Engagement
Toolkit for Managers
The Manager Toolkit is a comprehensive resource that helps The Manager toolkit is organized in 3 major components:
leaders present the context of the initiative and prepare Preparing for Your Results Meeting
managers to discuss employee engagement with their During this facilitated session, managers will gain an
teams, contemplate their own engagement levels and to understanding of their role in the whole process of
develop strategies to drive their team’s engagement through driving engagement. As a group, they will work with an
1-on-1 discussions. experienced facilitator to prepare for a successful session
It provides guidance and resources for them to work with with their team.
their groups in reviewing data, identify areas for action Conducting the Results Meeting with their team:
planning and ultimately increase engagement in their Managers can prepare to run either short sessions with
teams. their teams or, where appropriate run extended sessions
Involving the team members in the process of driving Specifically they will review:
higher engagement is key to this process, both in terms of - How to share and explore the results with their team
individual commitment/involvement and in ensuring the - How to discuss actions that arise from these results
individual manager does not shoulder the responsibility for
- How to agree upon and obtaining clear commitments
single-handedly ratcheting up the engagement in the team.
to action.
The Toolkit explores: For each aspect of these meetings, the toolkits provides
The X model of Engagement sample language, gives suggestions for exercises that
Understand the X model and the Levels of Engagement can be conducted with the team and incorporates other
Common Engagement Drivers: optional models to facilitate the session such as RACI chart,
Fishbone Diagram, and SWOT Analysis.
- Organizational findings from recent diagnostic or
engagement survey Following up on Engagement Results Meeting
- Drivers of satisfaction Managers need to ensure that agreed upon actions are
occurring and that the team has the opportunity to continue
- Drivers of contribution to discuss and move forward in their engagement. The
The Managers Role: toolkit includes processes and suggestions on how to keep
Taking Control of Your Own Engagement the engagement initiative alive over time.
Coaching Your Team The toolkit includes an Appendix with additional tools,
insights and suggestions for the leader to effectively create
an action plan which engages their team.
© BlessingWhite 2011 Fast Start

THE ENGAGEMENT EQUATION™ A BlessingWhite Fact Sheet
A WINNING FORMULA OUTCOMES
“It’s hard to argue with the accepted The Engagement Equation™ is a four- Managers will be better able to:
wisdom — backed by empirical hour interactive workshop that equips
• Take accountability for their team’s
evidence — that a motivated managers to enhance and sustain their
engagement levels
workforce means better corporate team’s engagement levels — maximizing
performance.” both performance and satisfaction — so
• Take control of their own engagement
that their organization can build a vibrant
“Employee Motivation: A Powerful
New Model,” Harvard Business workforce, reach its business goals, and • Create a team environment that fosters
Review article by Nohria, achieve sustainable long-term success. the trust that feeds engagement
Groysberg, and Lee
During the session, managers learn how • Align the personal goals of their team
engagement drives business success. members with the organization’s priorities
Engagement is a personal equation They explore the five levels of employee
shaped by individual employees’ unique engagement and their associated core • Build individualized strategies for helping
values, interests, talents, and aspirations. drivers. each team member increase both job
Full engagement depends on employees satisfaction and job contribution.
having a thriving personal connection with Managers then work individually and in
their work and a belief that they have a small groups to:
promising future in their organization.
• Assess their own level of engagement and Engaged employees are not just
Managers are uniquely positioned to identify actions they can take to improve it committed. They are not just
help their team members achieve full passionate or proud. They have
• Consider their team members’
engagement — and those who do so a line-of-sight on their own future
engagement levels
consistently deliver results and retain and on the organization’s mission
talent. The keys to their success? Strong, and goals. They are “enthused”
• Plan for an in-depth Engagement
trusting relationships with team members and “in gear,” using their talents
Discussion with at least one team
and an intentional focus on increasing job and discretionary effort to make a
member
contribution and job satisfaction. difference in their employer’s quest
• Develop a strategy and action steps for sustainable business success.
for achieving and sustaining high BlessingWhite, Inc.
engagement among all team members State of Employee Engagement
2008
• Learn and practice Engaging Essentials
— tools for aligning and building the
commitment of their team.
This workshop can be tailored to incorporate specific data from BlessingWhite’s Employee Engagement Survey or other external or
internal employee survey tools.

DRIVING ENGAGEMENT A BlessingWhite Fact Sheet
WHY ENGAGEMENT MATTERS ENGAGEMENT PARTNERSHIPS ARE • Non-anonymous feedback from one or
The more engaged the workforce, the CUSTOM BUILT two employees to provide each
more capacity it has to deliver on “Off-the-shelf,” one-size-fits-all leadership manager with insights into employees’
understanding of organizational
organizational imperatives. High formulas won’t deliver. Neither will
priorities, personal coaching needs and
employee engagement drives discre- techniques borrowed out of a great coach’s the manager’s coaching effectiveness
tionary effort, innovation, customer closet of success stories. The best manag-
loyalty, quality, productivity, profitability ers understand that what works great for • A group learning experience, which
and retention of top talent. Yet in most one person can derail another. They coach builds on the prework and feedback
regions of the world, only one in three everyone differently because everyone has insights, focused on three core
employees is fully engaged. unique personal motivators and needs. concepts: Engage Yourself, Engage
Individuals and Create an Environment
They establish excellent working relation-
that Fuels Engagement
ships with every person on their team.
Engaged employees are not just • Execution of personal action plans and
Individualized engagement partnerships Engagement Partnership Discussions
committed. They are not just help managers avoid dangerous assump- after the workshop
passionate or proud. They have tions of who’s engaged and why. They
a line-of-sight on their own future provide a foundation of open dialogue that • Online tools to enable managers to
and on the organization’s mission equips managers to successfully match gather feedback and conduct Engage
and goals. They are “enthused” individuals’ passions and proficiencies with ment Partnership Discussions with
organizational priorities and projects – to every member of their team
and “in gear,” using their talents
and discretionary effort to make a drive engagement.
difference in their employer’s quest OUTCOMES
for sustainable business success. A FLEXIBLE, SUSTAINABLE Individuals will:
BlessingWhite, Inc. APPROACH
State of Employee Engagement • Understand what engagement is and
Driving Engagement is a process that
2011 why it matters
includes reflection, feedback, analysis,
planning, practice and action. The core • Learn the factors that impact engage
learning experience is an interactive ment and clarify their role
THE MANAGER’S ROLE workshop or combination of virtual and
Since engagement is a personal in-person modules. Online activities and • Identify actions for taking control of
equation shaped by individuals’ unique their own engagement
tools help ensure relevant, effective group
values, interests, talents and aspirations, learning and enable managers to apply • Prepare for an engagement partner
managers cannot make people more concepts back on the job with every person ship discussion with at least one
engaged. They can, however, align and on their team. employee
coach individuals to higher levels
engagement. They can also fuel their • Identify actions they can take to
A typical implementation features:
team’s engagement through their daily establish trust, build confidence and
unleash the potential of their team
leadership actions. And they must • Online preparation and self-assessment
manage their own engagement. A dead activities as prework
• Be prepared to establish individualized
battery cannot jump start another. engagement partnerships with every
person on their team
This learning experience can be tailored to incorporate data from BlessingWhite’s Employee Engagement Diagnostic or
other employee survey tools.

Taking Control of Your Engagement
A BUSINESS CHALLENGE
In most regions of the world, only one in three employees is “It’s hard to argue with the accepted wisdom —
fully engaged. backed by empirical evidence — that a motivated
workforce means better corporate performance.”
A PERSONAL QUEST
Ask a dozen people why they do the work they do and you “Employee Motivation: A Powerful New Model,”
will get a dozen different answers. Yes, most people will Harvard Business Review
say they work for the paycheck. Dig a little deeper, however,
and you’ll find other, more personal reasons for getting up CONTENT
in the morning and going to a job. • What Is Engagement & Why Is It Important?
Engagement is a personal equation shaped by an • Your Starting Point. Where Are You?
individual’s unique values, interests, talents and aspirations. • Taking Control of Your Satisfaction
Full engagement depends on individuals having a thriving
• Taking Control of Your Contribution
personal connection with their work and a belief that they
have a promising future in their organization. • Your Strategy
Although leaders and organizational practices can OUTCOMES
significantly influence employee engagement levels, every Individuals will:
person, ultimately, has responsibility for his or her own • Understand what engagement is — and isn’t
engagement. Employees must be clear on what matters to • Consider their own engagement level
them before they can take control of their job satisfaction
• Clarify the personal values and job conditions that
and career success. They also need to take initiative in
influence their satisfaction at work
building and applying their unique knowledge and skills to
• Align their interests and talents with the goals of
contribute fully toward the organization’s goals.
the organization
A WINNING FORMULA
• Identify actions they can take to increase their
Taking Control of Your Engagement is a blended learning
satisfaction and contribution — to become
experience that equips individuals to assess, increase
more engaged
and sustain their engagement levels — maximizing both
performance and satisfaction — so that their organization
can build a vibrant workforce and reach its business goals. Engaged employees are not just committed. They
are not just passionate or proud. They have a
The core of the learning experience is an interactive
line-of-sight on their own future and on the
workshop or web class. To make the most of face-to-face
organization’s mission and goals. They are
time, individuals complete online reflection and assessment
“enthused” and “in gear,” using their talents and
activities as prework. During the interactive session, they
discretionary effort to make a difference in their
see those insights to shape their learning and create a
employer’s quest for sustainable business success.
personal engagement strategy. Afterwards they take action
on their own, and if appropriate, enlist the support of their BlessingWhite’s
manager or colleagues. Employee Engagement Report 2011
This learning experience can be tailored to incorporate data from
BlessingWhite’s Employee Engagement Diagnostic or other employee survey tools.
© BlessingWhite 2011 Fast Start

A COM NSIVE CAREER DE
MPREHEN EVELOPMENT SOL
LUTION
ALIGNIN EMPLO
NG OYEE & OR ONAL PRIO
RGANIZATIO ORITIES
Your organization ha ambitious strategies a a lot of w
as s and work to get d
done. Meanwwhile your
workforce contains in
e ndividuals w unique va
with alues, aspiraations and ta
alents. They want a future
y
with your organizatio yet many don’t have clear person goals. A if they do know wh
r on, y nal And on’t hat
they’re lo
ooking for, th
hey’re unlike to find fulf
ely filling work o your payr
on roll.
The business implica
ations? Dise ctivity. Costly turnover.∗
engagement. Low produc
.
NAVIGA
ATING TODA ’S CARE
AY EER LANDS
SCAPE Today’s Care Landscape
eer e
The old- -fashioned “career” is dead, replac by a
“ ced
progresssion of projec job oppo
cts, ortunities tha didn’t
at
ears ago and no obvious career path.
exist 5 ye d s
Employe shouldn be left on their own. They are
ees n’t n
ultimately responsible for their ca
y areer succes but often
ss
are parallyzed by their choices. A you don’t want free
And
agents fo
ocused solel on person goals.
ly nal
So BlesssingWhite off fers a comp
prehensive s
solution –
a foundaational progra that equi employe to take
am ips ees
control of their caree a coaching program that
ers,
prepares managers to support and align employee goals with your o
s t s organization’s priorities, and
an online career port to ensure easy self-directed acce to career resources and tools.
e tal e ess
IT’S YOUR CAREE
ER
Blended learning with a 2-hour web class or half-day workshop
d w s y p
The founndation for em
mployees’ fuuture career success is a understanding of their engageme
an ent
drivers and the capabilities they have to mov the organ
ve nization’s stra
ategy forwar It continu
rd. ues
with a pla to explore and take a
an e action on bot the obviou – and not so obvious – opportuni
th us t ities
for development or challenging w
c work. In toda
ay’s world of work, some
f etimes the be career m
est move
is a subtl change in the current job.
le n
C Know yourself
w Tak action
ke
O • YYour values and interests
a s • Manage cur rrent satisfac
ction & perfo
ormance
N • YYour strength and differ
hs rentiators • Talk about y
your career
T • YYour ideal job conditions
b s • Develop for today & tommorrow
E Know your options
w • Evaluate op
pportunities
N • WWhat informa ation do you need?
T • WWhere can yo find it?
ou
∗
Blessing
gWhite’s State of Employee Engagemen 2011 repor revealed tha lack of care developm
e e nt rt at eer ment
opportunit
ties is the top reason employees consid leaving.
p der

CAREER COACHIN
R NG
Blended learning with a 2-hour web class or half-day workshop
d w s y p
mployees will look for interesting or meaningful work in their next job. N a promotion
Half of em Not
manager’s jo Not large financial rew
or their m ob. wards. They want work that “works” for them. It’
y ” ’s
the role o your mana
of agers to help employees realistically align their aspirations w the
p s y with
organization’s goals.
Care myths & facts
eer Keys to e
effective car
reer conver rsations
C • WWhat is a carreer anyway
y? • Decide when to tri
e igger a discu
ussion
O
• WWhat do emp ployees wan
nt? • Introdu the subject
uce
N
The manager’s role • Prepar and conduct the discu
re ussion
T
• AAligning empployee & organizational i
interests • Handle common c
e challenges
E
• WWhat does a great coach look like?
h Action pla
anning
N
Coac
ching essen ntials • Your ccoaching leggacy
T
• TTrust, confide
ence, potent
tial • Lookin ahead: Sh and long term
ng hort g
CAREER PORTA
AL
Licens for unlimited use
se
Ensure learning fle
e exibility and s
sustainability for
y
all your employee p
r populations with self-
directed online tool Skinable, customizab
d ls. , ble,
secure.
CONSULTING
A strateg compre
gic, ehensive ap
pproach
“If you bu it they will come” is a myth.
uild w
To suppo organizat
ort tion-wide career
initiatives in the context of your b
s business
goals, BlessingWhite consultants can
e s
provide implementation consultin ng,
communication strate support, and
egy
executive briefings.
e
Copyright © 2010 Blessin
ngWhite, Inc. A Rights Reser
All rved. / Novemb 2010
ber

Fast Start®
A PROVEN PROCESS
Fast Start is employee-driven, because your managers
Managers enjoy:
have good intentions but many competing priorities.
Here’s how it works: • The comprehensive structure of the Fast Start
PHASE 1 | THINK! Discussion
The employee and manager independently complete job
• The “Click2Copy” feature that saves time with
expectations and work style insights online (30 minutes).
multiple new hires
Managers with multiple new hires can complete this step
in as little as 5 minutes per employee. • Fewer course corrections and misunderstandings
PHASE 2 | PLAN! down the road.
The employee compares perceptions and creates a “road
map” for what to talk about with the manager — and
how. It takes about 90 minutes for employees to follow KEY BENEFITS
the online steps for analyzing and creating their Fast Start • Accelerated productivity — and return on investment
Discussion Plan. — of your new recruits
PHASE 3 | TALK! • Increased engagement and retention of new hires and
The employee conducts a Fast Start Discussion with the the newly promoted
manager to obtain clarity on what’s expected, discuss
• Employee alignment with your organization’s strategy
ideas for achieving success and agree on how they’ll work
right from the start
together effectively. This meeting lasts about 90 minutes.
• Smoother, more successful transitions for employees
PHASE 4 | ACT!
changing jobs or managers
The employee summarizes agreements and implements
ideas for rapid results and long-term success. • A strong foundation for effective, long-term employee-
manager partnerships
Organizations use Fast Start to: • A common language for discussing priorities,
performance and working together
• Achieve high productivity and retention of new hires
• Employee accountability for job satisfaction,
• Ensure the immediate and long-term engagement of development and results.
the newly promoted Implement Fast Start to ensure that employees in transition
at all levels of your organization have the direction,
• Refocus talent after an organizational change information, support and confidence they need to produce
rapid results — and succeed over the long term.
• Maximize job rotation programs
• Establish effective new manager-employee
relationships.
Your organization can’t wait for employees
to sort through the rules of the road.
© BlessingWhite 2011 Fast Start

MPG® The Success Connection
THE ELUSIVE GOAL OUTCOMES
Business strategies may be well thought out. Performance For your organization, MPG builds a bridge from strategy to
management systems may be state of the art. Rewards and execution that only gets stronger over time.
accountability checks may be in place. Yet one of the most
For employees, MPG delivers:
persistent challenges organizations face is getting
• Clarity about expectations and priorities
top productivity and commitment from the people who
do the work. • Improved satisfaction, performance and engagement
It’s a common theme. “If only everyone who came to work • Stronger employee/manager partnerships
did their very best — every day on every job.” Just wishful • Increased alignment with their organization’s strategy
thinking? We know better.
• Opportunity for personal growth
THE BEST OF BOTH WORLDS
For nearly 40 years, MPG has helped organizations and • Renewed energy and motivation.
individuals achieve their visions of success. Our activities For managers, MPG delivers:
and materials have changed over time to meet changing • Increased “bench strength”
needs. But our commitment to helping employees improve
• Regular coaching opportunities
their satisfaction, individual performance and contribution to
your bottom line has remained the same. MPG gives people • Continuing dialogue and a common language for
the power and practical process for taking actions that can discussing career, performance and mutual success
reshape their job and transform their performance. • Shared responsibility with their employees for
A PROVEN PROCESS development
MPG is a systematic, ongoing process of feedback, analysis, • Maximization of existing performance and talent
planning and action that enables employees to increase management systems
satisfaction in their current job and align their efforts with
• More relevant, focused development plans.
your organization’s strategy.
Key Results
Alignment: Laser-like focus on what matters most to the employee and the organization to achieve mutual success.
Engagement: Employees bringing more of their unique interests and talents to the work that needs to get done.
Accountability: Employee responsibility for job satisfaction, career development, and business results.
Dialogue: A common language for staying on the same page about priorities, abilities and interests.
New Ideas: Actions that can have a profound impact on employee commitment and organizational success.
Partnership: Employee-driven but not employee-exclusive; manager-supported but not a manager burden.
®
MPG ... Nearly 40 years... Across 6 continents...
More than 2 million participants
© BlessingWhite 2011 Fast Start

Putting Values Into ActionTM
PUTTING VALUES INTO ACTION PVIA — EMPLOYEE OWNERSHIP
As the global leader in values-driven business performance, This process helps employees understand how the
BlessingWhite offers three processes to help organizations organization’s values and guiding principles affect them
successfully put their values into action: and how they can put these values into practice on the job.
It clarifies how their personal values and goals align with
1 Organizational Values ClarificationTM
the organization’s, answering the question: “Why should I
2 Putting Values Into Action — Executive Sponsorship commit to these values?”
3 Putting Values Into Action — Employee Ownership. Following a combination of self-assessment, manager
THE CRUCIAL LINK feedback and a one- to two-day working session, employees
We all work with two sets of values: our own and our initiate a meaningful, results-oriented discussion
company’s. A common mistake is to look at corporate values with their manager to create a partnership for strengthening
as isolated from individual values. Companies that their motivation and establishing a mutual commitment
get the most benefit from values invest the time and effort to achieving both their own and the organization’s goals. The
to help employees identify the common ground. In today’s final outcome is a values development plan with specific
talent market, people are more discerning about which actions to improve alignment in order to increase job
organizations they want to work for. They are no longer contribution and improve overall satisfaction.
willing to put aside their personal goals for the good of Organizations Use PVIA — Employee Ownership to:
the company, or compromise their own values for the
• Retain key talent
organization’s goals. When people understand how
they can satisfy their own values in the context of their • Gain commitment to their vision, values and principles
company’s, they are far more committed to supporting • Enhance morale and motivation
the culture and making decisions that drive business results.
• Improve decision making
PVIA — EXECUTIVE SPONSORSHIP
This half- to full-day session will help coalesce your • Solidify employee-manager partnerships.
organization’s executive team on the values, get them to
commit to what they will do as sponsors of the values and
help them make the behavioral connections that are critical
to embedding the values into the corporate culture. Other
session outcomes include:
• Ensuring delivery of a consistent values message
(“walking the talk”)
• Translating how the values impact their own departments
• Identifying their personal values/motivators and linking
these to the organization’s “Values, applied correctly, act like DNA, through
which each cell — regardless of its own specialized
• Enumerating leadership behaviors and actions to support
job — knows the master plan for the whole
the values (practicing what they preach)
body. They are critical for the individual and the
• Identifying barriers and challenges they will face as key organization.”
sponsors of the values Terry Pearce & David S. Pottruck
• Creating group action plans to support the values and Clicks and Mortar: Passion Driven Growth in
achieve organizational goals. an Internet Driven World
© BlessingWhite 2011 Fast Start

©copyright BlessingWhite 2011 | All rights reserved