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Excite Your People & Double Profits

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Excite Your People & Double Profits

  1. 1. Excite your Employees, Double Profits
  2. 2. Distinctions <ul><li>In order to master something, it is important that we look for and understand distinctions </li></ul>
  3. 3. Engagement <ul><li>What does engagement mean? </li></ul><ul><li>How is engagement in business, similar to personal relationships? </li></ul>
  4. 4. Engagement Winning is important to me, but what brings the real joy is the experience of being fully engaged in whatever I’m doing. - Phil Jackson (Basketball Coach)
  5. 5. Engagement Statistics <ul><li>Gallup estimates that actively disengaged employees cost the American economy as much as $350 billion annually in lost productivity </li></ul>
  6. 6. Why is engagement important today? <ul><li>Approximately 33% of your workforce is actively searching for other opportunities. </li></ul><ul><li>Another 50% would take another opportunity if it was offered to them. </li></ul><ul><li>By 2010, a large number of baby boomers will be leaving the workforce. </li></ul><ul><li>Many senior staff are “riding out their time&quot; until they retire </li></ul>
  7. 7. Engagement Statistics <ul><li>Companies with engaged employees outperform others by 47% to 202% </li></ul><ul><li>- Watson-Wyatt </li></ul>
  8. 8. Engagement Statistics <ul><li>Offices with engaged employees are 43% more productive. </li></ul><ul><li>- Hay Group </li></ul>
  9. 9. Engagement Statistics <ul><li>Engaged sales people produce 28% more revenue. </li></ul><ul><li>- NCFC </li></ul>
  10. 10. Engagement Statistics <ul><li>Engaged employees are 87% less likely to leave. </li></ul><ul><li>- Gallup </li></ul>
  11. 11. What people want in the workplace <ul><li>Feeling that others trust me (86.7%). </li></ul><ul><li>Feeling challenged; feeling as if I’m growing (86%). </li></ul><ul><li>Feeling competent and skilled (84.9%). </li></ul>
  12. 12. What people want in the workplace <ul><li>Feeling good about myself (83.4%). </li></ul><ul><li>Feeling excited about what I’m doing (81.8%). </li></ul><ul><li>Feeling involved in activities that mattered to me (74.7%). </li></ul><ul><li>Being appreciated for who I am and what I do (74.4%) </li></ul>
  13. 13. Engagement Facts <ul><li>Most people promoted to supervisor or manager are selected because of superior technical skills. </li></ul><ul><li>Very few organizations have adequate education and training programs focused on managing people </li></ul><ul><li>Traditional MBA programs have few required courses (or even electives) that focus on people management skills </li></ul><ul><li>Two of the six fatal flaws leading to management derailment are related to managing people </li></ul>
  14. 14. What leads to engagement? <ul><li>Trust and involvement in the business. </li></ul><ul><li>Understanding of the “big picture” </li></ul><ul><li>A sense of impact and contribution. </li></ul><ul><li>A clear future based on reality </li></ul>
  15. 15. How do we build trust <ul><li>Common approaches </li></ul><ul><li>Ask people what they think. </li></ul><ul><li>Validate people’s contributions. </li></ul><ul><li>Give people meaningful responsibilities and the latitude to fill them. </li></ul><ul><li>Enable people to make or contribute to key decisions. </li></ul><ul><li>Avoid micromanaging, nitpicking, or harboring </li></ul><ul><li>Uncommon approaches </li></ul><ul><li>Create independently operating units and entrust people to run them. </li></ul><ul><li>Develop direct reports who participate in presentations to senior management and externals, including media. </li></ul><ul><li>Enable peer networks and cohorts responsible for innovation and key operations/implementations </li></ul>
  16. 16. Tools to build trust <ul><li>One on ones. </li></ul><ul><li>“ Innerviews” </li></ul><ul><li>True delegation </li></ul><ul><li>Managerial moment of truth (MMOT) </li></ul>
  17. 17. Get the “big picture” Capital Legal, Regulatory, Union Managerial Effectiveness Capacity Locus of Control Competition Match Market Share Market
  18. 18. 4 big questions <ul><li>What is our strategy? How does our strategy differ from our competition? </li></ul><ul><li>Why does my job exist? How does it support our strategy? </li></ul><ul><li>What are the three or four critical things I need to do every day to do my job well? </li></ul><ul><li>What gets in the way of me doing the critical things everyday? </li></ul>
  19. 19. True Delegation <ul><li>Why delegate? </li></ul><ul><li>Doing, dumping, distributing, delegating, deputizing </li></ul>
  20. 20. The 6 D’s of Productivity Best Average Worst Doing Dumping Dropping Distributing Delegating Deputizing
  21. 21. Opportunities for Delegation Me
  22. 22. Delegation Process <ul><li>Identify the need. </li></ul><ul><li>Select the Person. </li></ul><ul><li>Plan the delegation. </li></ul><ul><li>Hold the delegation meeting. </li></ul><ul><li>Create a plan of action </li></ul><ul><li>Review the plan. </li></ul><ul><li>Implement the plan. </li></ul><ul><li>Follow-up </li></ul>
  23. 23. Let’s practice delegating…
  24. 24. Manage based on results <ul><li>Use a PRD-Performance results description </li></ul><ul><li>Each employee should have an updated PRD. </li></ul><ul><li>Each employee should have a monthly conversation with their manager on the PRD. </li></ul>
  25. 25. What’s in a PRD? <ul><li>Position goal </li></ul><ul><li>Key result areas (these are not KPIs) </li></ul><ul><li>Performance standards- ”This job is well done when…” </li></ul><ul><li>Duties/activities. </li></ul><ul><li>Knowledge, skills, mindset. </li></ul><ul><li>Monthly project list </li></ul>
  26. 26. Benefits of managing on results <ul><li>True engagement and empowerment. </li></ul><ul><li>Tremendous time savings. </li></ul><ul><li>Greater opportunities to expand into new markets and/or improve the business </li></ul><ul><li>Significantly higher productivity. </li></ul><ul><li>Fakes identified quickly </li></ul>
  27. 27. MMOT <ul><li>Steps </li></ul><ul><li>Acknowledge Reality </li></ul><ul><li>Explore how it got to be that way. </li></ul><ul><li>Create an action plan. </li></ul><ul><li>Follow-up </li></ul>
  28. 28. Cycle of Growth and Change Attitude Knowledge Skill Habit Need to Want to Can do Will do Show me how Practice More coaching Feedback Follow-up Accountability Measurement Recognition Motivation gap Fundamentals Concepts Principles Knowledge trap Right with strong coaching
  29. 29. The Coaching Process 6 Reinforce Progress 5 Practice & Skill Development 4 Provide Resources 3 Establish the Right Attitudes 2 Picture the Desired Outcome 1 Identify Opportunities 7 Reward
  30. 30. Multiplying our business worth <ul><li>Examine the business design and strategize for expansion into new markets with your current offering or optimize. </li></ul><ul><li>Build deputies that will fully lead departments or divisions of your business without constant supervision or prodding. </li></ul><ul><li>Expand each employee’s capacity so that work is done at a fraction of the time with multiples of productivity (80/20 principle) </li></ul>
  31. 31. What’s next? <ul><li>Don’t be a strategy “do-it-yourselfer”. Don’t plan without us. (SWOT just doesn’t cut it anymore) </li></ul><ul><li>Leadership Training for Managers </li></ul><ul><li>Dale Carnegie Course in Execution and Capacity </li></ul><ul><li>Managerial Moment of Truth </li></ul>
  32. 32. Business Summit <ul><li>Don’t Plan without us. </li></ul><ul><li>Design your Offering so well that your Customers would be crazy not to do business with you. </li></ul><ul><li>Fix the nagging problems in your business once and for all, by designing it to Succeed. </li></ul><ul><li>Have a Rock-Solid Plan that leads to execution – not excuses and same-old. </li></ul>
  33. 33. Leadership Training for Managers <ul><li>Develop the Habits of engagement </li></ul><ul><li>Become the leader that delivers results not excuses. </li></ul><ul><li>Balance your Leadership ability with proven Management processes to ensure execution. </li></ul><ul><li>Set up your business to run on near Auto-pilot. </li></ul>
  34. 34. Dale Carnegie Execution/Capacity Course <ul><li>The new Dale Carnegie Course will allow you to build the Capacity you need to reduce need for new resources (people, time etc.) </li></ul><ul><li>Build people who have the desire and ability to grow YOUR Business </li></ul><ul><li>Create a team of “executioners” that deliver Specific, Measurable Business Results </li></ul><ul><li>300% ROI </li></ul>
  35. 35. Managerial Moment of Truth <ul><li>Train people to tell the truth – particularly when it is Difficult and Uncomfortable </li></ul><ul><li>Develop greater capacity in each employee to hit bigger goals </li></ul><ul><li>Become a Learning Organization </li></ul><ul><li>Boost productivity and performance </li></ul>

Notas del editor

  • Dale Carnegie - Chicago Don Adams &amp; Greg Cox 1333 Butterfield Road - Suite 140 Downers Grove, IL 60515 630-971-1900
  • To master anything, must understand distinctions. Use golf example In this context, it is important to understand the distinction between leadership and management Let me illustrate … DCA – Vietnam platoon leader example
  • In times where there is a great deal of change, this is vital Most people will feel more comfortable where they are … comfort zone Do Leadership Exercise on pg. 1-8 – Quickly Share Lesson learned – 90 sec.
  • General Eisenhower – Definition of a leader = a person with a follower Many people think they are leaders, when really they are just out for a walk
  • Repeatable systems produce predictable results This is for most of us an important part of what we do Allows us to ratchet our successes – like a mountain climber driving metal pins with rope attached into the side of the mountain. If they slip they only fall a few feet rather than all the way down
  • To master anything, must understand distinctions. Use golf example In this context, it is important to understand the distinction between leadership and management Let me illustrate … DCA – Vietnam platoon leader example