Good management is critical to getting the best out of your team, but it's also important to understand how your management has a positive or negative impact on your team's motivation.
This webinar will teach you both how to get the best out of your people, and how to measure the work you're doing.
Proven people and performance management techniques
Practical real-life case-studies
Different management styles, and how to adopt them to different employees and situations
How to measure your team's engagement levels, and their levels of "discretionary effort"
How to understand what you're doing to better motivate your team
4. 24th March 2016
Daniel Wain
Unlocking the Black Box
of Engagement &
Discretionary Behaviour
How to get the best
out of your people
5.
6. âEmployees may be our greatest liability, but
people are our greatest opportunityâ
âIncreasingly, the success â indeed, the
survival â of every business will depend on
the performance of its knowledge workforceâ
Peter Drucker
7. Managing individual performance helps achieve business strategy
- itâs a commercial imperative not a ânice to haveâ
Business strategy
Positive
results
for all
Individual tasks
Individual job roles
Departmental objectives
Specific goals
8. âMost research confirms that the quality of
people management is a better predictor of
performance than business strategy,
research and development, or quality
managementâ
CIPD Change Agenda on Human Capital, 2003
9. Purcellâs âPeople & Performanceâ Model
ï§ For people to exert âdiscretionary behaviourâ, they must have:
ï§ The ability to do so - the necessary knowledge & skills
ï§ The motivation to do the work & do it well
ï§ The opportunity to deploy their skills in the job & more broadly
contribute to their work group & organisational success
ï§ The role of the line manager is crucial!
John Purcell, for the CIPD, 2003
14. What in the work environment makes your
people want to do their best?
Over how many of these factors do YOU
have control or influence?
15. Influence where it matters
Circle of
Influence
Circle of
Concern
From Stephen Covey
16. Circle of
Concern
All we worry
about, but over
which we have
no control
(e.g. the
economy,
world poverty)
From Stephen Covey
17. Circle of
Influence
The more you
focus on this, the
larger it becomes
All the things we
can change,
especially our
own behaviour
From Stephen Covey
18. Influence where it matters
Circle of
Influence
Circle of
Concern
From Stephen Covey
20. 20
A Manager is on stage every day
- boost your armoury
& be a role model
21. âKnowing others is intelligence.
Knowing yourself is true wisdom.
Mastering others is strength.
Mastering yourself is true powerâ
Lao Tze
22. The Johari window
ARENA
FACADE UNKNOWN
BLIND SPOT
What others
donât know
about me
What others
know
about me
What I know about myself What I donât know about myself
Joseph Luft &
Harrington Ingham
26. One style does not fit allâŠ
âWhen the leader succeeds it will be
because they have learned two basic
lessons: people are complex
and people are differentâ
W C H Prentice, HBR
27. There is more than one leadership style
- be flexible...
Use of authority by the leader
Area of freedom for team members
Tells - Sells - Consults - Involves - Delegates
Leader
decides
and tells
others
Leader
decides
and sells
to others
Leader
proposes
& consults
others
Leader
involves
others in
decision
Leader
delegates
decision
to others
Tannenbaum & Schmidt
28. Know your âdefaultâ style, then vary your shots...
any model is only worth knowing if you act upon it!
29. âThe test of leadership is not
to put greatness into humanity,
but to elicit it, for the greatness
is there alreadyâ
John Buchan
30. ï§ Agreeing expectations â âI know what I should be doingâ
ï§ Feedback to improve performance â âI know where I need to get betterâ
ï§ Learning â âI know how to get betterâ
ï§ Career development â âI know how to achieve my potentialâ
ï§ Reviewing success â âI know what Iâm good atâ
ï§ Reviewing priorities â âI know what itâs important for me to focus onâ
ï§ Staying on schedule â âI know what deadlines to work toâ
ï§ Removing barriers â âI know what support I haveâ
ï§ Two way communication â âI know that managing
my performance is also my responsibilityâ
ï§ Building relationships â âI know I am valuedâ
Managing performance â common sense, yesâŠ
but common practice?
32. Objective setting - Quite simplyâŠ
ï§ Where am I now?
ï§ Where am I going / where do I need to be?
ï§ How do I get there?
ï§ How will I know that Iâve arrived?
ï§ How can I see how far Iâve travelled?
ï§ Where could I go after that?
ï§ Do I have something to strive for?
35. The importance of agreeing expectations
Telepath wanted.
You know where to apply
36. âSet me anything to do as a task,
and it is inconceivable the desire
I have to do something elseâ
George Bernard Shaw
The trick is to delegate the right tasks,
to the right people, at the right time, in the right way
38. âIf you go on doing what youâve
always done, youâll go on getting
what youâve always got.
Itâs a particular type of insanity that thinks
you can get different results from the
same skills & behavioursâ
Albert Einstein
39. ï§ A good manager:
ï§ Ensures feedback is specific, clear & timely
ï§ Uses it to reinforce good performance,
as well as to correct not so good
ï§ Doesnât âmixâ feedback
ï§ Tests any assumptions
ï§ Identifies the cause
to agree a solution
ï§ Pro-actively seeks,
as well as gives
ï§ Focuses on behaviour
not personality
Regular & ongoing feedback is crucial
to effective performance management
41. âThe single biggest problem in
communication is the illusion
that it has taken placeâ
George Bernard Shaw
42. Empower by asking not tellingâŠ
ï§ âWhatâs the issue here?â
ï§ âWhat do you think
the problems might be?â
ï§ âHow would you do it?â
ï§ âWhat have you already tried?â
ï§ âIs there a better way
to achieve our outcome?â
ï§ âWhat would it look like
in an ideal world?â
ï§ âHow will you know youâve solved it?â
ï§ âWhat needs to happen
to make it a reality?â
ï§ âHow did it work out?â
ï§ âWhat would / could we /
you do differently next time?â
43. âGive a man a fish and you feed him
for a day, teach him how to fish
and you feed him for a lifetimeâ
Lao Tzu
44. If you forget everything else, rememberâŠ
ï§ Effective people management is essential to continued business
success â itâs not a ânice to doâ but a commercial imperative
ï§ Little things mean a lot â make time for these
to save more time fire-fighting later
ï§ Performance management has to be ongoing and continuous â
itâs far more than the appraisal
ï§ There should be no surprises at the appraisal
ï§ The appraisal is about communication not paperwork
ï§ Itâs their appraisal & performance â let them think, speak & record
ï§ Aim for a non-directive âcoachingâ style â give people
the space to grow & find their own solutions
ï§ Be aware of your default style & be flexible
â aim for âbest fitâ rather than âbest practiceâ
ï§ Continually measure your effectiveness
& seek feedback from your people
â decrease the blind spot!
45. âIf you leave us our money, our factories and
our brands, and take away our people, the
company will fail. But if you take away our
money, our factories and our brands, and
leave us our people, we can rebuild the whole
thing in a decadeâ
Richard R Dupree, former CEO of P&G
49. Company practices / behaviours
(Potential drivers of Engagement)
~40 questions
An basic model for driving
Employee Engagement
Employee Engagement
(Outcome)
AUTONOMY
/EMPOWERMENT
CAREER
OPPORTUNITIES
COLLABORATION
COMMUNICATION
COMPANY
LEADERSHIP
PAY & BENEFITS
QUALITY
PRODUCT/SERVIC
ES
RECOGNITION RESOURCES
STRATEGY
ALIGNMENT
SUPPORTIVE
MANAGEMENT
TRAINING &
DEVELOPMENT
THE EXTENT TO WHICH AN
INDIVIDUAL FEELS
CONNECTED TO THE
ORGANISATION, AND IS
WILLING TO GO ABOVE AND
BEYOND AS A RESULT
PRIDE
ADVOCACY
INTENT TO STAY
DISCRETIONARY EFFORT
Step 1 â establish what is in your circle of influence
EMPLOYEE
MANAGER
COMPANY LEADERSHIP
50. Company practices / behaviours
(Potential drivers of Engagement)
~40 questions
An basic model for driving
Employee Engagement
AUTONOMY
/EMPOWERMENT
CAREER
OPPORTUNITIES
COLLABORATION
COMMUNICATION
COMPANY
LEADERSHIP
PAY & BENEFITS
QUALITY
PRODUCT/SERVIC
ES
RECOGNITION RESOURCES
STRATEGY
ALIGNMENT
SUPPORTIVE
MANAGEMENT
TRAINING &
DEVELOPMENT
AUTONOMY / EMPOWERMENT
1. Decisions are made at the appropriate level in
this company
2. My manager listens to or acts on my ideas
3. I am encouraged to come up with new ways of
doing things in my role
4. I am given the opportunity to be involved in
decisions that affect me
CAREER OPPORTUNITIES
1. There are good opportunities for career
progression at this company
2. My manager gives me the opportunity to try
new things in my role which align with my
career
3. I have an understanding of my career path at
this company
4. I find my day-to-day work challenging and
interesting
Step 1 â establish what is in your circle of influence
51. Company practices / behaviours
(Potential drivers of Engagement)
~40 questions
An basic model for driving
Employee Engagement
AUTONOMY
/EMPOWERMENT
CAREER
OPPORTUNITIES
COLLABORATION
COMMUNICATION
COMPANY
LEADERSHIP
PAY & BENEFITS
QUALITY
PRODUCT/SERVIC
ES
RECOGNITION RESOURCES
STRATEGY
ALIGNMENT
SUPPORTIVE
MANAGEMENT
TRAINING &
DEVELOPMENT
Step 2 â use data analysis to tell you what affects Engagement
EMPLOYEE
COMPANY LEADERSHIP
MANAGER
MANAGER
COMPANY LEADERSHIP
MANAGE
R
52. 15 questions to measure your impact on
discretionary behaviour
EMPLOYEE ENGAGEMENT
1. I feel proud to work for this organisation
2. I would recommend this organisation to family and friends as a place to work
3. I see myself working at this organisation in 2 years time
4. This organisation motivates me to go above and beyond in my role
1. My manager listens to or acts on my ideas (AUTONOMY & EMPOWERMENT)
2. My manager gives me the opportunity to try new things in my role which align with my career (CAREER
PROGRESSION)
3. The workload is evenly distributed across my team (COLLABORATION)
4. I receive regular communication from my manager about what is happening at this company (COMMUNICATION)
5. My pay is linked to my performance (PAY AND BENEFITS)
6. People are recognised when they go above and beyond for customers on my team (QUALITY OF PRODUCT OR
SERVICES)
7. I receive positive feedback from my manager when I do a good job (RECOGNITION)
8. My managerâs actions are consistent with their words â they practice what they preach (SUPPORTIVE
MANAGEMENT)
9. Poor performance on my team is addressed (SUPPORTIVE MANAGEMENT)
10.My manager helps me understand my strengths and areas for development (SUPPORTIVE MANAGEMENT)
11.I have the training I need to be successful in my role (TRAINING AND DEVELOPMENT)