3. What is his track record..?
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4. Why should I listen to Bob..?
If you have come to help me you
can go home again. But if you see
my struggle as part of your own
survival then perhaps we can work
together.'
Australian Aboriginal Women
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5. How is it for you..?
• What are some of the problems you face
managing employees during these “turbulent
times?”
– Globally...
– Your organisation...
– You personally...
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6. Key Leadership traits
Research has uncovered four key drivers
of effective leadership during times of
significant change:
– Cognitive abilities
– Dealing with ambiguity
– Resiliency
– Authenticity
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7. Key Business Themes
Customer
Innovation Business Delight
Employee
Satisfaction
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8. L
Research on Key Business Themes
• BAIN Consulting, USA (1999-2002)
• Interviewed over 130,000 customers,
400 companies, 28 industries
• Searched to find a clear, tangible,
unambiguous measurement that linked
customers experience with growth
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9. T
Growth linked to customer experience
• Link of a satisfied customer to growth is weak
• Repurchase is not a true indicator of loyalty
• Link between customers that recommend, and
business growth is strong
• World class loyalty = net promoter score 75-80%
• Average net promoter score 16%
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11. Who determines Customer Experience..?
CEO
The thin
red line
Front line staff
Customers
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12. Core Problem 1
• I can not create customer experience alone...
• I have the vision and the strategy...
• ...but to execute, to implement I need others!
• I need everyone on board...
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13. Core Problem 2
Effective leadership has a dual role:
– be good stewards, managing risk,
generating strong financial results,
demanding integrity, being prudent.
– create an engaging environment that
encourages and rewards an employees
desire to expend discretionary effort.
Creating Involvement
14. Chicken or Egg..?
Apply pressures to
hit the numbers of Employee
sales and savings... Satisfaction
Increase the effort to
win hearts and minds
on values and vision...
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15. Push hard on the numbers..?
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16. Who let the dogs out..?
Pace
Costs
Quality
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17. Who let the dogs out..?
Pace
Costs
Quality
Morale
Employee
Satisfaction
Creating Involvement
18. Who let the dogs out..?
Pace
Costs
Quality
Discretionary
Morale
Effort
Employee
Satisfaction
Creating Involvement
19. Push hard on the numbers..?
Customer
Satisfaction
Pace
Costs
Quality
Discretionary Morale
Effort
Employee
Satisfaction
Creating Involvement
20. Go for hearts and minds
Engage head
and heart
Employee
Satisfaction
Creating Involvement
21. Go for hearts and minds
Engage head
and heart
Employee
Satisfaction
Morale
Discretionary
Effort
Creating Involvement
22. Go for hearts and minds
Engage head
and heart
Employee
Satisfaction
Pace
Morale
Discretionary Costs
Effort
Quality
Creating Involvement
23. Go for hearts and minds
Engage head
and heart
Employee
Satisfaction
Pace
Morale
Discretionary Costs
Effort
Quality
Creating Involvement
32. Problem Summary
• I can create customer experience alone...
– I need to lead and work with a team
• Dual role (Manage Vs Engage) conflicts...
– Put pressure on performance = it goes down
• We are collectively rubbish at communicating...
– Don't see things the same / Context / Intent / Filter
– Iceberg of Ignorance / You broadcast = I duck..!
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33. Possible answers..?
• Develop the Vision
• Develop the Strategic Plan
• Execute the plan
– Recruit the talent
– Focus the talent
– Engage the talent
– Listen inside and out
– Manage the performance
Creating Involvement
38. RARE Delegation
• R. A. R. E.
– Results ~ why ~ what ~ when
– Ask for plan ~ how
– Review plan ~ add & shape
– Evaluation ~ co-design process
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39. Focus the Talent
• Three levels of internal communication
– Enterprise wide
– Local Teams
– Supervisor 1-2-1
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40. Enterprise wide case study
• Brand position survey conducted – Yr 1
• Position + Promise chosen formulated – Yr 2
• Global organisation, 40 subsidiaries &
independent agents
• Complex and intangible message
• Objective Yr 3
– Align our organisation behind the chosen brand
promise
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44. Internalising a message
My message
Corporate message
easier
exceeds expectations
intelligent solutions
more efficient
professional people
leading authority
Personal values and motivation pride
Work-unit climate and leadership
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45. Engage the Talent
• Walk the talk
• Involve rather than broadcast
• Speed of communication
• Formal and Informal channels
• Upward and Downward options
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46. Formal Downward Communication
• Everyone gets the strategic business plan
• Receives an employee handbook
• Receives a basic set of procedures
• A copy of their job description & org' chart
• Orientation programs
• Regular departmental management meetings
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47. Formal Downward Communication
• Full departmental staff meetings every month
• Communicate while walking around
• Celebrate major accomplishments
• Performance reviews
• Every major decisions and policies change
• Planned recreational events
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48. Upward Communication
• Regular project status reports
• Supervisors must use one-on-one meetings
• Use staff meetings to solicit feedback
• Respect the quot;grapevinequot;
– Listen to it and learn from it
Creating Involvement
49. Employee Engagement
• Employees are emotionally
& intellectually committed
to the organisation
• Psychologically and
physically deliver the
discretionary effort of
superior performance.
• Everyone top to front-line
realise the full potential ~
theirs and the company's
Creating Involvement
50. Employee Engagement
• On average 1 in 3 are
engaged
• High engagement
produces on average
200% more productivity
Creating Involvement
51. Influence the Work Unit
External environment
Transformational
change
Leadership
Organisational
Mission and strategy
culture
Management
Structure practices Support systems
Work unit climate
Transactional
Task requirements
change
Individual needs and
and individual Motivation values
skills/abilities
Individual and organisational
performance
Creating Involvement
52. Simple version
External environment Leadership
Individual performance
Business system and processes Work unit motivation
Creating Involvement
53. Motivation Theories
• Basic Needs ~ Maslow, Hertzberg,
– Self esteem and primary drives matter
• Need – Achievement ~ McClelland
– High achievers want stretching goals, they believe in & feedback
• Equity
– Comparable fairness matters
• Expectancy
– Belief in effort, linked to reward, they consider valuable
• Attribution
– Being able to link persistence, intensity, choice to results
Creating Involvement
54. Simple version
I like the customers I like my boss
I like myself and what I do
I like way the company works I like my work mates
Creating Involvement
55. •
D
W
A measure of motivation
How can I grow?
The Summit
Camp Two Do I belong here?
Camp One What can I give?
Base Camp What can I get?
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56. Improve motivation by listening
• Let your listeners speak..!
– Focus groups
– Town Hall Meetings
– Workouts
– Open Space / World Cafe
– Internet ~ Blogging
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61. Costs of getting in wrong..?
• Increase in staff turnover
– £2.4 billion
– 9.2% of the impact
• Increase in sickness absence
– £8.4 billion / 8 days pp.pa
– 32.4% of the impact
• Increase in Presenteeism ~ reduced effort
– £15.1 billion
– 58.4% of the impact
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62. Impact of the Recession
• 78% of internal comms managers report
budgets frozen or cuts...
– 60% report swapping to low cost channels
• 33% of HR managers report plans to reduce
head count...
– 67% report plans to increase activities around
engagement and retention of talent
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63. Impact of the recession
• 53% of employees report an increase in stress
• 91% of managers report working extra hours
– 42% above working hours
– 21% loss in productivity
Professor Cary Cooper, Senior UK Government Advisor
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64. Specific Recommendations
• Analyse your entire operation
• Determine you have sufficient resources
• Change credit terms
• Reassure all customers and suppliers
• Communicate with ALL your stakeholders
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65. Specific Recommendations
• Three levels of communication
– Enterprise – Team – Individual
• Influence the Work Unit
– Direct Supervisors are key
• Top down AND Bottom up
• Involve rather than “broadcast!
• Let your listeners speak
• Feed the grapevine fast
Creating Involvement
67. Some Questions for you...
• Did you enjoy this session?
• Did you learn something?
• IF I came back – would you..?
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68. Final offer
• If you'd like a copy of the slides and a FREE
copy of the “All Aboard” OPC Report (normally
£45)...
• Please ensure I have your business card
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69. Welcome
Managing Employee in Turbulent Times
• Employee Engagement
• Stakeholder Communication
• Performance Management
• All Aboard..!
Creating Involvement