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Leadership Development: Strategies for Employee Engagement

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Leadership Development: Strategies for Employee Engagement

  1. 1. June 2012 Developing Leaders: Strategies for Increasing Staff Engagement and Commitment
  2. 2. Our Agenda • Staff Engagement – Why Do We Care • Methods for Developing Leaders • Strategies for Engagement & Commitment
  3. 3. Staff Engagement – Why Do We Care
  4. 4. Whether we realize it or not, workers have been under constant duress. Because of scarce resources, few opportunities for development and promotions– not to mention the fact that people often have been required to do the work of more than one person – a lot of our work forces is burnt out. Employees across the country feel overworked, under-rewarded and greatly unappreciated. -- John Gibbons, VP of Research and Development at the Institute for Corporate Productivity Impact of the Great Recession
  5. 5. Impact of Low Engagement • Dissatisfaction • Attrition • Inconsistency • Lack of Goodwill
  6. 6. How do you know? • Annual Staff Climate Survey • Employee Feedback • Retention Rates I would be happy to be employed here: Answer Options Response Response Percent Count for the next year 16.7% 21 for the next two to three years 21.4% 27 for the next four to six years 19.0% 24 for more than the next six years 37.3% 47 I am looking for a job elsewhere over the next 12 months. 5.6% 7
  7. 7. What makes you happy?
  9. 9. A FEW DIFFERENT FRAMEWORKS ON HAPPINESS Perceived Control Perceived Progress Connectedness Vision / Meaning (Being part of something bigger than yourself) Source:
  10. 10. Maslow’s Hierarchy Source:
  11. 11. 3 TYPES OF HAPPINESS Rock Star time (Pleasure – chasing the next high) Flow time (Engagement – time flies) Meaning / Higher Purpose time (Being part of something bigger than yourself) Source:
  12. 12. If the research shows that vision / meaning / higher purpose leads to HAPPINESS… What is your organization’s higher purpose? What is your higher purpose? Source:
  13. 13. What is your nonprofit’s Strategic Plan? Annual Goals? Future Vision?
  14. 14. As a leader in your organization, what is your higher purpose?
  15. 15. Methods for Developing Leaders
  16. 16. “Leaders are not born, they are grown.” -- Peter Drucker
  17. 17. What experiences contributed to your development as a leader?
  18. 18. Coaching Action Learning Job Assignments Mentoring 360-Feedback Classroom Training Methods to Support Leadership Development
  19. 19. Strategies for Engagement & Commitment
  20. 20. Strategy #1: Link annual goals for staff to the mission and/or the strategic plan
  21. 21. Strategy #2: Design a “leadership development” program for your organization
  22. 22. Strategy #3: Expose Staff to New Knowledge (Extraordinary content!)
  23. 23. Strategy #4: Chart a Clear Path for Staff How do you chart progress for staff? For organization?
  24. 24. Strategy #5: Re-engage the disengaged!
  25. 25. A few more ideas… • Perceived Control: • Priorities Driven by Staff – Power of Choice! • Perceived Progress: • A Pathway for Advancement • Connectedness: • Teambuilding, Increase Connection to Customers/Clients • Vision / Meaning: • Clarify mission/vision /values for all, keep visible and present – revisit often!
  26. 26. Closing Thought Humans have “four basic needs or motivations: to live (survival); to love (relationships); to learn (growth and development), and to leave a legacy (meaning and contribution).” Leadership of the future then creates environments in which individuals can self actualize, in his view, “pay me fairly, treat me kindly, use me creatively, and in principled ways that serve mankind.” – Steven Covey, “Leading in the Knowledge Worker Age”
  27. 27. Questions?
  28. 28. Find Me! • Facebook: Fio Partners, LLC • Twitter: @annefio, @fiopartners • Our Blog: • Email:

Notas del editor

  • Leadership development training tries to develop the quality of an individual to see a vision and look into the future, and develop his ambitions and aspirations. Development todaymeans providingpeople opportunitiesto learn fromtheir work ratherthan taking themaway from theirwork to learn.
  • Developmental relationships primarily taketwo forms: coaching and mentoring. Coachinginvolves practical, goal-focused forms of oneon-one learning and, ideally, behavioral change(Hall, et al., 1999). It can be a short-term interventionintended to develop specific leadershipskills or a more extensive process involving aseries of meetings over time. The most effectivecoaching allows for collaboration to assess andunderstand the developmental task to challengecurrent constraints while exploring new possibilities,and to ensure accountability and support forreaching goals and sustaining development (Ting& Hart, 2004). Mentoring is typically defined asa committed, long-term relationship in which asenior person supports the personal and professionaldevelopment of a junior person. It maybe a formal program or a much more informalprocess. Recognizing the value of mentoring,organizations are increasingly looking at ways toformalize these types of relationships as part oftheir leadership development efforts.Action learning is a set of organization developmentpractices in which important real-timeorganizational problems are tackled. Three kindsof objectives are sought: delivering measurableorganizational results, communicating learningsspecific to a particular context, and developingmore general leadership skills and capabilities(Palus & Horth, 2003). Effective action learningmay range from tacit, unfacilitated learning atwork to focused and high-impact learning projectsto transformations of peopleand organizations (Marsick, 2002).Challenging job assignments are apotent form of leadership developmentand provide many of the developmentalopportunities in organizationstoday. The level of organizationalinvolvement in making job assignmentspart of their leadership developmentprocess runs the gamutfrom simply providing people withinformation about developmentalopportunities in their current job to a systematicprogram of job rotation. Using job assignmentsfor developmental purposes provides benefitsthat go beyond getting the job done and mayeven result in competitive advantages for theorganization (Ohlott, 2004).leadership development itself involvesthe development of the whole person.
  • Using job assignmentsfor developmentalpurposesprovides benefitsthat go beyond gettingthe job done.
  • However, the best leadership development programs always include some amount of fascinating and incredibly relevant content. That is, helpful tips, new ideas, proven best practices… the kind of content that causes participants to light up, pick up their pens and start writing.