Simplified presentation of a larger effort which has proven to be very effective in tying together Engagement, Lean, Leadership, and several Quality influences and outcomes. The great miss of most organizations is disregard for or minimalising the importance of people and their influence on profitability, competitiveness, sustainability (of organization and even whole industries), while obsessing over materials (commodities) costs (which remain the same for all competitors).
2. Lean = Continuous Improvement
and Eliminating Waste
“Plan, Plan, Plan, Act!”
Speed is important, but dangerous
without accuracy.
Don‟t organizations always seem to
find resources to repeat work?
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3. Lean…
Getting it (more) right the first time,
with greatest efficiency, reliably…
Ensures position ahead of all
competitors in a market.
Materials and technology are
available to all competitors. People
are the great variable.
Enable your people to be excellent!
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4. Employee Engagement
The Holy Grail of increasing
productivity, profitability,
and sustainability of all
organizations – public or
private.
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5. Employee Engagement
• Fully engaged workforce is
possible.
• Lean requires an engaged
team.
• Engaging everyone enables
maximum benefit of team
diversity.
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6. Result of millions polled in the workplace:
Engaged employees – 28 %
Not-engaged employees – 54%
Actively Disengaged – 17%
The Gallop Organization
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7. 71% of the workforce is
either under-performing or
actively undermining their work.
87,000 work units and 1.5 million
employees have participated in the surveys.
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8. • Engaged employees work with passion and feel
a profound connection to their company. They drive
innovation and move the organization forward.
• Not-Engaged employees are essentially
“checked out.” They are sleepwalking through their
workday. They are putting in time, but not enough
energy or passion into their work.
• Actively Disengaged employees aren‟t just
unhappy at work; they‟re busy acting out their
unhappiness. Every day, these workers undermine
what their engaged co-workers accomplish.
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9. How did Gallup determine who was
“Engaged”?
… Twelve questions.
… Then divided into “Levels”
categorizing answers…”Dimensions” of
Engagement.
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10. Level One: “What do I get?”
1. Do you know what is expected of
you at work?
2. Do you have the materials and
equipment you need to do your work
right?
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11. Level Two: “What do I give?”
3. At work, do you have the opportunity to
do what you do best every day?
4. In the last seven days, have you received
recognition or praise for doing good work?
5. Does your supervisor, or someone at
work, seem to care about you as a person?
6. Is there someone at work who
encourages your development? 11
12. Level Three: “Do I belong here?”
7. At work, do your opinions seem to count?
8. Does the mission/purpose of your
company make you feel your job is
important?
9. Are your associates (fellow employees)
committed to doing quality work?
10. Do you have a best friend at work? 12
13. Level Four: “How can we all grow?”
11. In the last six months, has
someone at work talked to you about
your progress?
12. In the last year, have you had
opportunities at work to learn and
grow?
13
15. Within the U.S. workforce,
Gallup estimates the cost of
disengagement to be more than
$300 billion in lost productivity
alone.
$300 BILLION! 15
16. Over the years, we have all heard CEOs say
that their most valuable asset is their
employees. Yet the typical corporate strategy
to drive profit by increasing sales and cutting
costs does not reflect this „employee first‟
attitude. Budgets for employee recognition,
employee incentive programs, and employee
training are often the first to be cut, because
non-sales employees have been viewed as
„cost centers, not profit centers‟.
Human Resource Magazine, Where’s the Love?, September 16, 2009
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17. “Most organizations simply do not consider the
adverse effects of narcissistic bosses on worker
productivity and stress,”
“In fact, many companies encourage it since
narcissists are often seen as outgoing and confident –
traits considered necessary for success in any
managerial role. …there is a fine line between self-
confidence…and selfishness that negatively affects
others... Unfortunately, the needed adjustments
simply do not take place in most organizations, for
any number of reasons.”
EHS Today Magazine, Narcissistic Bosses Damage Morale, Productivity, Augist 11, 2009
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18. 31% of respondents reported that their supervisor gave them
the "silent treatment" in the past year.
37% reported that their supervisor failed to give credit when
due.
39% noted that their supervisor failed to keep promises.
37% noted that their supervisor made negative comments
about them to other employees or managers.
34% reported that their supervisor invaded their privacy.
23% indicated that their supervisor blames others to cover up
mistakes or to minimize embarrassment.
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19. "Employees stuck in an abusive relationship
experienced more exhaustion, job tension,
nervousness, depressed mood and mistrust.
They also were less likely to take on additional
tasks, such as working longer or on weekends,
and were generally less satisfied with their
job.
Also, employees were more likely to leave if
involved in an abusive relationship than if
dissatisfied with pay."
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20. Some hard-core [managers] have suggested
that all this talk about positivity in the
workplace is nothing more than a bunch of
fluff with little real application in the cutthroat
world of business.
Our research strongly suggests otherwise:
When human needs are met, the positive
emotions that result encourage employees to
look beyond the work in front of them and to
care about the overall welfare of the business.
More importantly, it's hard to create
passionate, engaged customers without
passionate, engaged employees. 20
