Growth Leadership - Workplace Innovation

2. Engagement
How do
I get
buy-in?
Employee Voice
Distributed
Leadership
Progressive People
Practices
Communication Collaboration

3. Why is employee engagement important?

4. New Leadership Thinking
Traditional Thinking New Thinking
What your people can do for you How you can help your people
Leadership development is about focusing on
improving you
Leadership development is about focusing on
improving your people
Hard Power Lead like you have no power
Delegating Empowering
One leader Many leaders
Driving change is your role Change is a collaborative process
Leading from the front Leading from behind
Minimising conflict Encouraging creative conflict
Success is measured by achieving KPIs
Success is measured by realisation of a shared
vision
People have to earn your trust You have to earn others trust
Most of the best ideas come from the leader Most of the best ideas come from the team
Focus on the present Focus on the future

5. The
Leader’s
Role

6. Buffalo vs Goose
What I really wanted in my
business was a group of
responsible, independent
workers, similar to a flock
of geese.
Belasco – Flight of the Buffalo

7. Distributed Leadership
Autonomy
CapacityAccountability

8. Core
Concepts
in
Distributive
Leadership
Relies upon enhanced dialogue between
levels of responsibility
Moving beyond delegation.
Full-scale reconsideration of power dynamics
Consultation and consensus as the norm
Shared purpose
Puts Leadership at centre stage + a core skill
throughout the business

9. Engagement
“Research indicates that
workers have three prime
needs:
• Interesting work
• Recognition for doing a
good job
• Being involved in things
that are going on in the
company.”
Zig Ziglar
MORE
INVOLVEMENT
MORE
OWNERSHIP
MORE
ENGAGEMENT

10. Engagement
“Widen the
ownership”

11. Progressive People Practices

12. Progressive People Practices
Area
Rate your business
(1-7)
Allowing employees’ autonomy over their work styles - a decentralised
structure and reinforcement of self-management
Sharing information with employees, i.e. regular communications so that
employees feel informed and consulted
Building and maintaining a people-focused culture, i.e. recognition and
reward of hard work and honesty
Adopting flexible working practices
Focus on learning and development
Employee support systems and people management processes - regular
appraisals and feedback

13. How will
you know
if your
people
are
engaged?
•I know what is expected of me in this role.
•I have the training and resources to excel at my job.
•I receive both recognition and constructive guidance
regularly.
•My manager cares about me as a person.
Individual Needs
•I believe my fellow team members are engaged and
want to do great work.
•I am clear on the purpose of this business and know
how my work impacts on success.
•I feel totally integrated into the team and that we all
have a shared sense of purpose.
Team Orientation
•This past year, I have been given many opportunities to
learn and grow
•My manager regularly discusses my performance and
progress with me and asks if there is anything else she
can do to make my job easier.
•I am clear on the what I need to achieve to progress in
the business.
Professional Growth

14. The state of employee engagement
HR.com Survey of HR Professionals 2019

15. Best Companies
– helping to make the world a better workplace
Leadership My Manager
Personal
Growth
Wellbeing My Team
Giving
Something Back
My Company Fair Deal

16. Case Study
95% of this man’s
staff say they love
working for him.
What’s his secret?
Julian Richer has
perfected the art of
staff motivation.

17. Effective
Communication
"To be influential, communication
must be continuous, compelling
and credible"
Francois Basili

18. Seven Principles of Organised
Communication
• Communication is a management process
• Communication is a change agent
• The primary responsibility lies with all managers and supervisors
• Communication is a social process
• Communication must be grounded in the interests and language of the
receiver
• To be noticed, communication must be compelling and continuous
• To be influential, communication must be credible

19. The Leader's Communication Roles

20. Communication 101
What people need What is required
To know what is expected Communication 'contract'
How they are doing Regular individual feedback
What is going on in the team Weekly team sessions
What is going on in the company Monthly briefings from MD

21. Balanced Scorecard

22. @leaderfactorywww.linkedin.com/company/leadership-factory