Master Class Strategies for Re-engagement January 2013

© Copyright 2013 Arceil Leadership Ltd. All rights reserved.

unauthorized reproduction or presentation is strictly prohibited

What Strategies

Can We Use

to Re-engage People?

Remember What It Takes

Nothing of much consequence has ever been achieved, and nothing

of much value has ever been created, that wasn‟t, at some time . . .

• the point of someone‟s single-minded, intense focus

• the object of someone‟s deep curiosity

• the subject of someone‟s consuming passion

• the product of someone‟s persevering courage


Engagement
_______________________

A culture of discretionary effort—focus, curiosity,

passion, and courage—that partners bring to their

work in support and service to the organization, its

purpose, and its customers.

Pyramid of Engagement

Creative
Engagement

Active
Engagement

Passive Engagement

Passive Disengagement

Active Disengagement


Creative Engagement

Active
Engagement

Passive Engagement



Top Tier: Creative Engagement
Examples: Google, Nordstrom, Skunk Works, Apple, Ritz-Carlton,
Mayo Clinic, Berkshire-Hathaway, Gates Foundation,
BMW, Nobel laureates, Medal of Honor recipients,
James Cameron crews, Zappos, Pulitzer Prize winners

Markers: Spirited collaboration, innovation, zeal, high ideals,
creativity, energy, preoccupation with customers

Culture: Vision-driven cohesion, individuals identify with group

Threats: Resting on laurels, believing their own „press‟

Leverage: Balancing pride and humility, reinforcing the mission,
constant support and reminders of purpose and ideal,
system and processes reinforce strategy



Creative
Engagement

Active Engagement

Passive Engagement



High Tier: Active Engagement

Examples: Starbucks, Target, Singapore Airlines, Wegmans, REI,
Mormon Tabernacle Choir, Tea Party, Container Store,
victorious sports teams and political campaigns, 3M,
Yum! Brands, Salvation Army, top universities, AFLAC

Markers: Clear expectations and systematic support of people;
teamwork; anticipation of issues; benefit of doubt

Culture: Premium on service /quality, achievement-based hiring

Threats: Pressure on profit margins, RiFs, neglecting people

Leverage: High performance people policies and practices, plus-
market compensation, extensive and explicit training



Creative
Engagement

Active

Engagement

Passive Engagement



Middle Tier: Passive Engagement

Examples: Discount stores, fast food, gas stations, Post Office,
typical department stores, most hotels, banks,
government agencies, manufacturing environments

Markers: Employees appear bored, lethargic; lack of initiative
and urgency; absence of teamwork; passive support

Culture: Sluggish, bureaucratic, too easy on underperformers

Threats: Silos, low expectations, heavy administrative burdens

Leverage: Restoring purpose and urgency, responding to issues


Low Tier: Passive Disengagement

Examples: United Airlines, AT&T, Motorola, Toyota, BlockBuster,
Colgan Air, Dell, LA Metro train engineer, Delta pilots,
mining industry, BP

Markers: Complacency, fear, inattention, lack of accountability,
disregard for customers, lethargy, priority to self

Culture: Erosion of values, small vision, loss of purpose

Threats: Surrender, repeated restructurings, huge bonuses

Leverage: External perspective, strategic triage, new ideas,
restoring connections, empathic leadership, training


• In U.S. alone, 4,547 workplace

fatalities occurred in 2010—or

18.9 deaths per business day

• U.S. companies report 3.3 million

workplace injuries per year—or

13,750 injuries per business day

• Liberty Mutual study in 2010 found

that debilitating injuries cost U.S.

companies $53 billion per year


Bottom Tier: Active Disengagement

Examples: Enron, Lehman Brothers, fallen politicians and clergy,
Goldman Sachs, drinking U.S. Air pilots, Health South,
New Orleans Saints defensive coach Gregg Williams,
AIG, JetBlue flight attendant Steven Slater

Markers: Neglect of norms and priorities, reckless haste,
casting blame, gross irresponsibility, obstructionism

Culture: Resentment, greed, internal combat, sabotage, anomie

Threats: Worst-case scenario already, but despair and paralysis

Leverage: Cleaning house, selective salvaging, starting over


Gear Box for Engagement

Awareness Understanding Acceptance Commitment

(5.0) Overdrive
Creative Engagement Focus Curiosity Passion Courage

Attention Clarity Trust Cooperation
(4.0) Drive
Active Engagement

Acquaintance Familiarity Ambivalence Inertia
(3.0) Neutral
Passive Engagement

Distraction Confusion Apathy Neglect
(2.0) Park

Alienation Denial Cynicism Resistance
(1.0) Reverse


Five Tiers of Engagement

Passive
Passive
Engagement
Disengagement
Active
Engagement

Active
Creative
Disengagement
Engagement
~10% ~30% ~40% ~15% ~5%

approximate distribution of companies
(median of ground-level people)



Focus Curiosity Passion Courage
(5.0) Overdrive
Creative Engagement

(4.0) Drive
Active Engagement

(3.0) Neutral
Passive Engagement

(2.0) Park

(1.0) Reverse



Passive
Passive
Engagement
Disengagement
Active
Engagement

Active
Creative
Disengagement
Engagement


Distribution of People Engagement

United States Worldwide

Creative Engagement
28 % 21 %
Active Engagement

Passive Engagement 41 %
54 %
38 %
Active Disengagement 18 %

Sources: Gallup, Towers Watson



(5.0) Overdrive
Creative Engagement

(4.0) Drive
Active Engagement

(3.0) Neutral
Passive Engagement

(2.0) Park

(1.0) Reverse


Creative Engagement

• Intense focus on purpose of the work, needs of customer

• Probing curiosity to solve problems, serve people better

• Zealous passion for the particular work and its products

• Persevering courage to change habits, explore new possibilities

What are the consequences of all this on the business?

What common behaviors account for this?

What are the attitudes and antecedents that drive it?


Creative Engagement
Consequences

• Delighted customers talk up experiences

• Lower marketing costs, better marketing

• Self-sustaining improvement to reputation

• High adaptability to change

• Faster growth, more strategic partnerships

• Very high levels of partner retention

• Ease in hiring best and brightest
Ritz-Carlton motto


Creative Engagement
Behaviors

• Creative energy identifying, attacking challenges

• Lots of careful attention to detail

• Devotion to satisfying the needs and preferences of customers

• Appreciating the humanity of customers, partners

• Deep, abiding identification with the nobility of the work

• Mentoring young colleagues in the legacy of the organization

• Always elevating high standards of performance even higher


Creative Engagement
Attitudes and Antecedents

• A large, compelling purpose

• A culture of servant leadership

• Respect for individual judgment

• Broad empowerment drives down decisions

• Hiring for an inner drive to excel and to please

• Strategy has plain implications on day-to-day work

• Very high levels of mutual trust, confidence, and affinity


Active Engagement
• Full attention to purpose and priorities of the business

• Real clarity on goals, strategies, day-to-day priorities

• Basic trust and confidence in organization and unit leadership

• Ready cooperation with customer wishes, changing needs





Active Engagement
Consequences

• High levels of customer satisfaction
• Readiness for change
• Capacity for continuing professional growth
• Low turnover, low cost of retention
• Competitive advantage in hiring


Active Engagement
Behaviors

• Volunteering for special projects

• Getting onboard early with initiatives

• Appreciating customers as the purpose of work

• Adhering to process, especially quality and safety

• Respect for deadlines, budgets, quotas, speed


Active Engagement

• Clarity and credibility of leadership direction

• Foundation in genuine values

• Enthusiasm for product or service (whatever it is)

• Pride in quality of work for the sake of work

• Willingness to be influenced

• Both professional and personal sources of self-worth

• High levels of trust, confidence, and affinity


• Complete alienation from business purpose and priorities

• Abject denial of leadership‟s direction and intent

• Bitter cynicism that assumes the worst of leaders

• Obstinate resistance to change; even contempt for leadership





Consequences

• Real risk of unionization or job actions

• Potential for product sabotage

• Erosion of markets, prospects for growth

• Alliances and partnerships are difficult

• Damage to public reputation

• Severe problems in attracting talent


Behaviors

• Ignorance and even disregard for initiatives, priorities, work rules
• Blaming leaders, peers, or subordinates for own shortcomings
• Open contempt for stated values, vision, mission
• Flagrant disdain for authority, law, contractual obligations
• Willful violation of safety procedures (e.g. lockout/tagout)
• Reckless disregard for quality, even sabotage of work products



• Resentment, hostility, anger
• Repeated threat or reality of layoffs
• Long periods without pay raises, contracts
• Golden parachutes for poor senior management
• Reneging on promises (e.g., pension contributions)
• Collapse of trust, confidence, and affinity


• Frequent distraction from the demands of work

• Chaotic confusion over business goals, strategies, priorities

• Numbing apathy to the organization and its customers

• Careless neglect for quality of service and workmanship





Consequences

• Injuries and fatalities on the job

• Erosion of market share

• High costs of marketing

• People balk at new technology

• Slow response to strategic opportunities

• Best partners flee to better work places

• Difficulty in hiring; paying at a premium


Behaviors

• Performing bare minimum of work, if that

• Ignoring business communications and policies

• Neglecting or showing disrespect to customers

• Griping and grouching, even in presence of customers

• Lack of preparation, lapses in following rules and procedures

• Absenteeism and tardiness, inadequate sleep, appearance issues

• Fear of offering suggestions, reluctance to ask clarifying questions



• Reliance on cascading and spin feeds the rumor mill

• Inconsistent focus on strategic goals

• Lack of empathy, commitment to partners

• People lose regard for value and purpose of work

• Low levels of trust, confidence, and affinity


Critical Care in Generic Markets

(5.0) Overdrive
Creative Engagement

(4.0) Drive
Active Engagement

(3.0) Neutral
Passive Engagement

(2.0) Park

(1.0) Reverse


Critical Care in Commodity Businesses

• Make this the focus of your engagement effort

• Initiate dialogue and brace yourself for back talk

• Look in the mirror for root causes to issues

• Find quick-action items but continue working

• Look for systemic issues: staffing, support, compensation

• Identify and exit people with toxic attitudes

• Find individuals who want to be and do more, bring in to fold

• Provide training, coaching, resources; make work fun

• Care about people, and show that you care

Passive Engagement
• Passing acquaintance with business needs, strategies, priorities

• Routine familiarity with day-to-day requirements of the job

• Swiveling ambivalence and complacency over what is important

• Coasting inertia and lack of energy for the work at hand



Passive Engagement
Consequences

• Customer experience invites competition

• Growth stagnates and erodes

• High potential leaders depart

• Customer churn requires more marketing

• Employees resist change

• Challenges in retention and recruitment

Passive Engagement
Behaviors

• Lack of energy and initiative

• Non-strategic work activity, busy work

• Boring routine sets in, becomes the norm

•

Missed deadlines, tardiness for meetings

• Counting days aloud to vacation or retirement

• Complacency, isolation, psychic absenteeism

• Perfunctory adherence to rules and procedures

• Reluctance to take on new projects, attend training

Passive Engagement

• Little sense of urgency

• No real expectation of excellence

• Employees feel ignored and forgotten

• Lack of coaching, mentoring, and support

• Perceptions, feelings of second-tier status

• Compromises on trust, confidence, and affinity


Critical Care for Competitive Advantage

(5.0) Overdrive
Creative Engagement

(4.0) Drive
Active Engagement

(3.0) Neutral
Passive Engagement

(2.0) Park

(1.0) Reverse


Passive Engagement
Critical Care for Competitive Advantage

• Make this the focus of engagement effort

• Examine organization and teams for „vital signs‟

• Review all systems: staffing, support, compensation

• Set and monitor KPIs for people and teams

• Ramp up intensive training, coaching, resources

• Celebrate participation and little victories in a big way

• Praise effort, reward results

• Create individual visions and goals, watch progress


Wrong Way
Don’t Make These Common Mistakes

• Communication by a single announcement (invisible ink)

• Cascading strategic messages one level at a time

• Cliché-ridden visions, plastic or boilerplate values

• Tin ear for nuance and complexity

• Failure to manage implicit communication you already own

• Hoarding information in middle management

• Lack of explanations, context, stories, metrics, metaphors

• No effort to grasp and manage the metamessage


Right Way
Consider These Alternatives

• Fully sharing strategic information with partners

• Collaboratively revisiting foundational statements

• Illustrating appeal of competitors‟ products

• Moving to group-based hiring to ensure compatibility

• Addressing sensitive issues with candor, integrity, humor

• Setting aside regular staff time and resources for innovation

• Nurturing sense of community with special activities

• Arranging “meet the customer” days or mechanisms

• Celebrating real contributions to success




(5.0) Overdrive Focus Curiosity Passion Courage

(4.0) Drive Attention Clarity Trust Cooperation

(3.0) Neutral Acquaintance Familiarity Ambivalence Inertia

(2.0) Park Distraction Confusion Apathy Neglect

(1.0) Reverse Alienation Denial Cynicism Resistance



Overdrive Focus Curiosity Passion Courage

Drive Attention Clarity Trust Cooperation

Neutral Acquaintance Familiarity Ambivalence Inertia

Park Distraction Confusion Apathy Neglect

Reverse Alienation Denial Cynicism Resistance

Formal Voice
Semi-Formal Voice
Informal Voice

Take a moment to reflect.

Record your thoughts.

Now take a few moments
to discuss your thoughts
with others at your table.

Inter Folia Fructus

What Are Some Low Hanging Fruit?

Master Class Strategies for Re-engagement January 2013

Recomendados

Recomendados

Más contenido relacionado

Similar a Master Class Strategies for Re-engagement January 2013

Similar a Master Class Strategies for Re-engagement January 2013 (20)

Último

Último (20)

Master Class Strategies for Re-engagement January 2013

Notas del editor