Review Benchmark of Organizational Emotional Intelligence Survey (BOEI) Focus on the Future –The Vision Master Personal Change Role-play Limiting Thoughts & Behavior Change Skills LOVE ‘EM OR LOSE ‘EM: Retaining Talented Employees

1. TALENT MANAGEMENT…CREATING A
CLIMATE OF ACHIEVEMENT &
RETENTION
Dr. Maynard Brusman
Consulting Psychologist & Executive Coach
Trusted Advisor to Leadership Teams
We help companies assess, select, coach, and retain emotionally intelligent
leaders
2-13-2007 © Copyright 2007 Working Resources

2. Our Goals for Today
o Review Benchmark of Organizational
Emotional Intelligence Survey (BOEI)
o Focus on RINA’S Future –The Vision
o Master Personal Change
o Role-play Limiting Thoughts &
Behavior Change Skills
o LOVE ‘EM OR LOSE ‘EM:
Retaining T alented Employees

3. What You Will Learn Today
o How You Contribute to the
Organizational Climate
o Strategies to Change Core Beliefs
and Interpersonal Behavior
o Increase the Performance and
Retention of your People
o Create a Climate of Achievement &
Retention

4. Win the War For Talent
o The most important resource over the
next 20 years will be talent
o Companies must attract and retain
energetic, motivated, technologically
literate, globally astute, & learning
agile people
o T alent has become more important
than capital, strategy, or R&D

5. The War for Talent
o High cost of turnover
o Shrinking labor pool
o Competitive pressure
o The business advantage of hiring
and retaining great people whose
values and competencies match the
company’s culture

6. Strategic Talent Management
o Selection, development, promotion,
and retention of people executed in
line with your organization’s current
and future business goals

7. “Men judge more from
appearances than reality. All
men have eyes, but few have the
gift of penetration. Everyone
sees your exterior, but few can
discern what you have in your
heart”.
Machiavelli, The Prince, 1532

8. HOW DO YOU
MOTIVATE PEOPLE?
o Provide recognition of good performance
any time it’s encountered
o Enable employees to find meaning in
their work
o Create a compelling vision
o Provide interesting work
o Develop a collaborative and team-based
culture

9. GIVING FEEDBACK
o Learned and part of firm’s culture
o Everyone’s responsibility
o Balance positive and negative
feedback
o Focus on specific examples of
behavior
o Timely
o Contracting

10. COACHING
o Providing and clarifying direction
o Encouraging the development of
performance goals
o Giving feedback and listening
o Motivating
o Removing barriers and providing
resources

11. RECEIVING FEEDBACK
o Welcome feedback
o Proactive in seeking feedback
o Be open to change
o Listen to feedback from everyone
o Multi-rater 360-degree feedback

12. Emotional Intelligence is the
ability to…
o recognize our own feelings and those
of others, motivate ourselves, and
manage emotions well in ourselves
and in our interpersonal relationships

13. RESEARCH
o Up to 90% of the difference between
outstanding and average leaders is linked
to emotional intelligence. EQ is twice as
important as IQ and technical expertise
combined, and is four times as important in
overall success
o Research by the Center for Creative
Leadership found the primary cause of
derailment in executives involves deficits
in emotional competence
1. Change 2. T eamwork 3. Interpersonal
Relations

14. WHY DEVELOP
EMOTIONAL INTELIGENCE?
o More than 50% of employees lack the
motivation to keep learning and improving
o Four in 10 people cannot work
cooperatively
o 70% of all change initiatives fail because of
people issues – inability to lead, lack of
teamwork, unwillingness to take initiative,
and inability to deal with change
Hay Group

15. EQ vs. IQ
o EQ is the ability to bring people together
and motivate them
o EQ is the trust to build productive
relationships
o EQ is the resilience to perform under
pressure
o EQ is the courage to make decisions
o EQ is the strength to persevere through
adversity

16. EQ vs. IQ
o EQ is the vision to create the future
o EQ is a skill. Skills can be learned
o Employees in an emotionally
intelligent company empowered to
contribute fully
o Emotionally intelligent organization
creates innovative products &
services, and exceptional customer
loyalty

17. Five Competencies of Emotional
Intelligence at Work
o Self-Awareness-Ability to recognize
and understand your moods, emotions, and
drives, as well as their effect on others
o Self-Regulation-Ability to control
impulses and moods
o Motivation-Passion to pursue goals with
energy
o Empathy-Awareness of others’ feelings
o Social Skill-Proficiency in managing
relationships

18. The Peter Principle and EQ
o People are frequently promoted to
their level of incompetence
o Individuals are often promoted
because of their technical expertise,
when the needed skills are managing
people
o The technical expert can become a
poor boss

19. EQ OBSTACLES
o Fear
o Avoid Conflict and Challenge
o Negative Internal Dialogue
o Unrealistic Expectations
o Blaming Others

20. INTERPERSONAL SKILLS
o Focus on behavior
o Build self-esteem
o Solve problems collaboratively
o Listen actively
o Probe for understanding
o Positively reinforce desired behaviors

21. BENCHMARK OF
ORGANIZATIONAL EMOTIONAL
INTELLIGENCE (BOEI)

22. CLIMATE OF ACHIEVEMENT &
RETENTION- THE VISION?

23. MASTERING PERSONAL
CHANGE

24. Retention Survey…for Leaders

25. The Sweet Spot for Achievement
Good Boss
o Great Listener
o Encourager
o Communicator
o Courageous
o Sense of Humor
o Empathetic
o Decisive
o T akes Responsibility
o Humble
o Shares Authority

26. The Sweet Spot for Achievement
Bad Boss
o Blank wall
o Doubter
o Secretive
o Intimidating
o Bad temper
o Self-centered
o Indecisive
o Blames
o Arrogant
o Mistrusts

27. LOVE ‘EM OR LOSE ‘EM:
Retaining Talented Employees
o Retention Factors
o www.gallup.com/poll/managing/mana
ging.asp

28. Retention Factors
o 1. I know what is expected of me at
work
o 2. I have the materials and equipment I
need to do my work right
o 3. At work, I have the opportunity to do
what I do best everyday
o 4. In the last seven days, I have received
recognition or praise for good work

29. Retention Factors
o 5. My supervisor or the person I
report to seems to care about me
as a person
o 6. There is someone at work who
encourages my development
o 7. In the last six months, someone at
work has talked with me about my
progress

30. Retention Factors
o 8. At work, my opinions seem to
count
o 9. The mission/purpose of my
company makes me feel my job is
important
o 10. My fellow employees are
committed to doing quality work

31. Retention Factors
o 11. I have a best friend at work
o 12. The last year , I have had
opportunities to learn and grow

32. Retaining and Coaching
Top Talent
o Share a common vision
o Provide meaningful work
o Provide proper resources
o Get people involved in decision-making
o Provide support with managing change
o Coaching for career development

33. Employee Retention and
Development Statistics
o Replacement costs for employees
can be as much as 150% of the
departing person’s salary

34. Feedforward Exercise
o The feedforward exercise
o Letting go of the past
o Listening to suggestions without
judging
o Learning as much as you can
o Helping as much as you can
o Learning points to help you be a great
coach

35. ACTION PLAN
o Identify 3 strengths
o Identify 3 growth areas
o Develop a plan to improve specific
skill

36. HOMEWORK
Feedforward Contract
o Select One Strength and One
Behavior for Development
o Feedforward Performance Feedback

37. Handout Resources
o Workshop Agenda
o Benchmark of Organizational
Emotional Intelligence (BOEI)
o Managing Dynamic Change Article
o Love ‘Em Or Lose ‘Em Article
o Creating an Execution Culture Article

38. Handout Resources
o Retention Survey for Leaders…How
to keep workers
o Exploring Current Culture and Vision
for the Future
o The Four Questions
o Feedforward
o Feedforward Contract

39. UNLEASHING OUR
POTENTIAL
“Our deepest fear is not that we are
inadequate. Our deepest fear is that
we are powerful beyond measure. It
is our light, not our darkness, that
frightens us. ”
Nelson Mandela

40. Dr. Maynard Brusman
Consulting Psychologist & Executive Coach
Working Resources
P .O. Box 471525 San Francisco, California 94147
T el: 415-546-1252
E-mail: mbrusman@workingresources.com
Web Site: http://www.workingresources.com
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