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- 1. The rise of employee engagement, the fall of command and control John Smythe – Connected Business 2014 London Olympia convention centre Read in NOTES pages format for script - note this material is the IP of Engage for Change and can only be quoted from or used with clear visible note of the source
- 2. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Velvet revolutions Lech Walesa at Gdansk Shipyard addressing workers
- 3. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Coincidental social upheavals? Protestors gathering in Tahrir Square, Cairo, Egypt Demonstrators marching through Habib Bourquiba Avenue, Tunis Political dissidents in Sana’a, Yemen demanding the resignation of the president Protests in Duma, Syria The Arab Spring 3 IP Engage for Change 2013
- 4. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 4 Why? Why do people turn up every day for you? Why do people give you their creativity? Do they feel part of the mission or like ‘extras’? Do you set sufficient direction without emasculating the talent? IP Engage for Change 2013
- 5. When were you last really engaged, fired up, productive and enjoying it What brought about your engagement? t ngagesKyoK? W 5 IP Engage for Change 2013
- 6. Which workers are most engaged and productive?
- 7. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Those on a mission – what’s your compelling purpose?
- 8. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement How would you recognise an engaged person/group? 8 IP Engage for Change 2013
- 9. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 9 What do engaged people do? Enjoy their work whatever they do Innovate & disrupt status quo Risk speaking upwards to challenge and innovate Make it safe for people to challenge up Self organise – less need for costly supervision Take responsibility Collaborate within & beyond their ‘border’ Resolve difficulties locally Awareness of personal limits Are generous with time and skills. IP Engage for Change 2013
- 10. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Generalists solve complex problems 10
- 11. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Mercenaries 3% Disconnected 20% Hostages 28% Fence-sitters 16% Apostles 33% Business case? – UK 25,000 workers YouGov/EfC 11 IP Engage for Change 2013
- 12. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Engaging people in real work drives engagement CBI: engaged employees take 2.9 sick days/disengaged 6.19 days Towers Perrin: operating margins 3x higher in engaged workforces M&S: stores with improving engagement delivered £62m more sales Kenexa: In the US companies with engaged staff have highest customer sat BAE: engaged staff reduced plane construction time 25% BAE: same staff found £26m in savings in two sites Gallup: disengaged organizations have 62% more accidents Gallup: engaged staff say that work brings their creative ideas – 59% vs 3% Aon Hewitt: engaged organizations give 22% higher returns to shareholders Total UK: double digit £ms in efficiency savings + new revenue lines (Engage for Change data) Kenexa – increased engagement could add £26B to UK GDP (Engage for Success data) 12
- 13. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 13 1 Decision making pattern 2 Leaders’ presence Two key ingredients of effective engagement for leaders
- 14. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
- 15. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 15 What is a decision/decision making? Re-affirmation of intent A change to previous intent An invisible cognitive process involving one person A visible social process involving many IP Engage for Change 2013
- 16. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Telling the many what has been decided by the few OUTCOME Hooligans or spectators Selling to the many what has been decided by the few OUTCOME Compliant collaborators Inclusion Driving accountability down by implicating people as individuals in execution OUTCOME Willing collaborators Co-creation Judging who will add value if included in front end decision forming for change & strategy OUTCOME Personally committed reformers My decision making pattern – GOD or GUIDE? 16
- 17. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Choices of approach open to leaders “There is a 5th way - they decide but don’t even bother telling us” 17 IP Engage for Change 2013
- 18. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Decision pattern 1 2 3 4 5 My decision making pattern
- 19. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Consider who will add value if engaged upfront Negotiate authentic agreement about decision: a shared story Consider who needs engaged in execution How to engage & communicate - method - style Learning from listening / observing Decision pattern 1 2 3 4 5 My decision making pattern
- 20. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 20 Benefits of engaging in decision making upfront Better decisions Faster execution through/with people More head space for you More trust for them Happier team IP Engage for Change 2013
- 21. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement IP Engage for Change 2013 21 Three influences that shape my decision making pattern 1.Role models I have learnt from 2.Regional cultural differences 3.Organisational cultures
- 22. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement March 18, 2022 22 1 Role models I have learnt from Jim Schiro Patrick O’Sullivan Lloyd Blankfein Willie Walsh Armand Hammer John Wren Wally Olins Bob Charlton Ted Burke Didier Harel Val Gooding Colette Dorward Valerie Scoular
- 23. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement March 18, 2022 23 Role models who you have learnt from…?
- 24. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Sydney 24 2 Cultural influences on my decision making pattern
- 25. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 3 Organizational culture influences on my decision making 25
- 26. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 26 1 My decision making pattern 2 My presence Two key ingredients of effective engagement for leaders
- 27. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement March 18, 2022 27 The minutiae of my personal presence Manner & manners Tone Generosity Mood & mood creep Repetitive interactive performance styles “your legacy precedes you”
- 28. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement © John Smythe 2013 EXPERT/ TEACHER EVANGELIST ONE OF THE GANG MAVERICK CONFIDANT expansive movement, engaging everyone, eye contact reflecting audience outside the circle re-assuring positive humour mirrors jargon of audience, street humour, precise, repetitive, checking stories, fables challenger secretive, soothing, low key authority, expert focus on transfer of knowledge upbeat, excited sound bites, passion, loud high energy irreverence, conspiring, low-key personal cocky, irreverent confessional, neutral, reflecting audience TONE BODY LANGUAGE LANGUAGE STYLE Our engagement styles help or hinder engagement 28
- 29. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement © John Smythe 2013 TONE BODY LANGUAGE LANGUAGE ARBITER TEASE/ FLIRT LOBBYISTS even, firm, unexcitable, measured coquettish two handed, embracing hand movements pressing, firm, melodious flattering personal, humourous simple expert words, jargon, confidential self confident attention keeping BULLY direct clipped emphatic light Our engagement styles help or hinder engagement SNIPER gotcha! smug still until the ambush 29 STYLE
- 30. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement © John Smythe 2013 TONE BODY LANGUAGE LANGUAGE VISIONARY TEAM COACH REPORTER AUTOCRAT conviction friendly but slightly distant, confident credibility without ownership of the issues aloof, dismissive, sweeping openness, embracing statuesque, slow motion rigid, standing presidential accessible, collaborative, story telling clipped, no humour value-laden, well-chosen, well-versed, imagery, metaphor straightforward, unambiguous, factual STYLE Our engagement styles help or hinder engagement 30
- 31. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement March 18, 2022 31
- 32. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement And finally Sir Wim Bischoff (chair Lloyds Banking Group) as a senior sponsor of Engage for Success “employee engagement will become be one of the key health factors to be considered by shareholders” – the velvet revolution at work is becoming main stream 32
- 33. © Engage for Change 2013 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Date of presentation Insert filename here 33 1 33 johnsmythe@engageforchange.com www.engageforchange.com
Notas do Editor
- I’m afraid to say that entrepreneurs and many a corporate leader are often monomaniacal, narcissistic, selfish, psychopathic, even. Well that’s me, how about you? Oh and they are often persuasive and charming – so that must be you lot.These are the questions (next slide) that we need to ask ourselves if we want to attract and retain good people – if we want to borrow them for a time
- Those with a compelling mission or purpose like Greenpeace and MSF. All they need is shared PURPOSE AND values. Another group that is the most engaged is …
- Kids. They self organise, set their own social rules. Yet when they get to the workplace they often find themselves cast backwards to a hierarchical system of command and control that emasculates their creativity. My own 21 year old daughter recently finished an intern ship in the comms industry and was shocked to find that a climate of deference persisted in what was supposed to be a creative industry.We have to recall that people like the trappings of power, deference and power itself. Especially otherwise weaker people or those that have become addicted to power. Happily smart managers have the insight that they will shine twice as bright if they share power with the up and coming generation.So let’s imagine that you are one of those smart leaders – what would yoube looking for in your people?....What do engaged people do?.....
- A jury solves complex problems providing value to the community.Similarly engaging people at work in the complex problems of the real work of strategy, change and operational improvement etc brings benefits such as better solutions and faster and more sustainable delivery.In UK wide polls of people at work conducted for Engage for Change by pollster YouGov it was concluded that only 33% of people at work were operating as ‘Apostles’, being fully engaged. A further 20% were disconnected and 28% were hostages ….
- The ingredients of effective engagement are:‘My decision making preferences and patternThe minutiae of my presence when I interact with others’Before we explore these two ingredients of effective engagement let’s take a look at the elephant in the room…
- Creating the conditions in which people choose to engage themselves requires leaders, managers and supervisors to consciously consider who else will add value and speed if involved in day to day decision making and big ticket changeBut our decision making patterns are often unconscious , instinctive and subject to irrationality; learnt tacitly under command and control and or thru living in authoritarian social country culturesThe elephant in the room is the Power Paradox. Let me explain – leaders, managers and supervisors who intellectually may (or may not) know that engaging others will add value but cannot break their pattern of making all or most decisions themselves. And they lack the hard facilitation skills & confidence to govern more inclusively… this a key idea at the core of effective engagement…
- 1 Role models I have learnt from and which I may tacitly or consciously mimic.Across our childhoods and careers we are influenced by heroes and rogues that we come to mimic. Some of these are noble role models. Others may result in you adopting role models that might have been effective at another time at work but which are now outdated. And the trouble is that we are mostly unaware of the role models that we have learnt from. Human yes, but not nearly self aware enough.The Heroes and Rogues exercise that follows enables you to remind yourself which role models may have shaped your current preferences and patterns as a leader.The next plate is a version of the author’s Gallery..
- 2. Cultural influences on my decision making patternReflect on the country/regional social/cultural influences that have influenced your style of leadership/engagement. There are clearly strong regional influences on leadership and approaches to engagement. Being aware of these will help you make considered judgements about how you engage colleagues and employees and others in decision making. This is of particular relevance to those that work in global corporations where staying ahead of competitors will in part depend on encouraging innovation through effective engagement. You may also be interested in academic studies from the likes of Hofstede, Trompenaars and more recently Erin Meyer, amongst many others. Plus you might want to conduct an Engage for Success Discovery Workshop(s) to enable you to identify what engages people in different cultures – contact John Smythe. The third influence on decision making patterns is organisational culture………………………………..
- 3 Organisational culture influences on my decision making patternReflect on the corporate influences on your leadership style and approach to engaging people.In the left columnis a list of characteristics of the hierarchic, top down organizational culture. In the righ column are corollary descriptions of the more mutual organization. Place an X along the line of each description (eg hierarchical ….flatter) which best represents the culture you currently work in or which characterised a previous work place that had a big influence on your style of leadership and approach to engaging people. Reflect on whether these corporate influences have enabled those you work with to engage themselves to safely challenge and contribute. Let’s now leave your decision making pattern behind and move on to the second ingredient of effective engagement for leaders, managers and supervisors.
- The second ingredient of effective engagement that managers, leaders & supervisors is personal ‘presence’ by which we mean the way youhabitually come across in face to face and virtual interactions with colleagues. Few of us have much insight about our personal presence and performance styles when we interact with others. Why is insight about our presence key to engaging people effectively?Because our presence will either be a barrier or an enabler of engaging others in the tasks to hand. A great manager, leader, supervisor will have insight about ‘how their decision making pattern is made visible’ and be able to flex their performance styles such that others feel safe and encouraged to contribute or challenge to build collaborative solutions. How is your personal presence experienced?...
- Let’s conclude. People cannot superficially adopt the appearance of effective engagement. They must delve into their patterns of decision making and work out where these patterns originated. Was it past role models or country cultures. Effective engagement requires a fundamental shift in personal attitudes to Power and Deference – those that learn to govern their decision making in much more mutual ways will create a team ethos that everyone to be part of. This is not to say that you end up with a commune. Effective engagement requires strong leadership, but about far fewer things. Effective engagement requires leaders, managers and supervisors to be clear about what is NOT negotiable and why it is not. With this clear leaders can make a clear invitation to others to challenge and contribute in safety.Finally reflect on the data that shows clearly that organizations that engage people effectively perform much better. The end note comes from the Chair of Britain’s Lloyd’s bank….
- Our offer at Engage for Change:1 Top level facilitation with the C suite and functional headsWhat kind of company/function do we want to be/need to be?How close to this aspiration today?What do we need to change to be the company/function we want to be?What invitation do we want to give other levels to challenge & contributeto the aspiration?What role model we need to adopt to ignite the energy of our people?2 Designing and running engagement interventions to engage other levels of leadership and employees in challenging and contributing to the aspiration3 Change management to bridge the gap between the organisation and the individual leader, manager & supervisor4 Communication around the strategy/change journey5 Grafting the capabilities of leaders, managers and supervisors that engage effectively into learning and development processes 6 In house presentations/workshops/leadership meetings like this one We have worked in many parts of the globe and enjoy doing so – the Pacific rim, Africa, North and South America, right across the European continent including Scandinavia, the Middle and far East.