Engaging Leadership Hot Tips Collection

1. Leadership Hot Tips Collection Engaging Engage for Success Special Interest Group

2. About the Hot Tips collection Each member of the SIG was asked to distil their knowledge and experience of engaging leadership down to just 5 critical points. There was a high degree of consensus around a num- ber of issues - authenticity, inspiration, communication, integrity, humanity, coaching and accessibility. We hope the following pages encourage you to analyse and challenge your own behaviour and the behaviour of colleagues. Contributors: Nigel Girling (Chair) CEO, National Centre for Strategic Leadership Bob Hughes The Forton Group Dilys Robinson Institute for Employment Studies Tony Evans egi:live communication Doug Crawford Cerus Consulting Amy Armstrong Ashridge Business School Jonathan Booth Journey Group Ian Dodds CEO, IDC Steve Jones Skills for Business Emma Donaldson-Feilder project: Managing for sustainable employee engagement: developing a behavioural framework Michael Maynard Director, Maynard Leigh Joe Espana Performance Equations Juliet Hancock Organisation Development Consultant & Change Coach Tony Kerley Lighthouse Training & Development Victoria Page (Editor) Kelda Water Services Christine Miller Resourceful Group Michelle McArthur-Morgan Jigsaw@Work Caroline Taylor-Martin Consultant - Barclays Employee Engagement Programme Be Engaged|Be Engaging 2

3. “Develop a vision worth caring about - people want to feel that their work is essentially valuable: to you, to the organisation, to the human race. If the goal is probably pressing the wrong buttons.” Nigel Girling CEO , National Centre for Strategic Leadership “Behave authentically; being true to oneself and behaving in a manner that is consistent with ones values.” Doug Crawford Cerus Consulting “Be true to yourself and who you really are – you will eventu- ally be found out if you try to be something else.” Jonathan Booth Journey Group “Genuine and able to demonstrate positive regard” Steve Jones Skills for Business “Focus - strive to be consistent, focused and relentless so that no-one can have any doubt who you are, what you are doing or why.” Tony Kerley Lighthouse Training & Development “Know yourself.” Juliet Hancock Organisation Development Consultant & Change Coach AUTHENTICITY 3

4. “Inspire: As a leader your enterprise must have a cause beyond merely making money, People want meaning and they want the feel- ings that come from having a meaning. A leader that can show an employee how to nest their own personal purpose within the vision of the company or team will create a new level of engagement.” Michael Maynard Director, Maynard Leigh “Be a leader worth following - mean you have to be a hero. It does mean you stand for something worthwhile and exhibit behaviours and values worth emulating.” Nigel Girling CEO, National Centre for Strategic Leadership “Visionary.” Juliet Hancock Organisation Development Consultant & Change Coach “Inspire, motivate and develop - whatev- er else you do in your role, it is these three things that resonate over time.” Nigel Girling CEO, National Centre for Strategic Leadership “Offer an inspiring vision of success.” Ian Dodds CEO, IDC INSPIRATIONAL “Choose your ‘leadership shadow’ - show your passion for your business and smile... often. Go the extra mile and say ‘come-on, we can do Tony Kerley Lighthouse Training & Development the head down! a leader... lead! Set an example that your people admire and want to emulate.” Victoria Page Kelda Water Services “Lead by example – Jonathan Booth Journey Group 4

5. “Face to Face It: to someone in a way that includes subtext, nuance and implication unless you can witness them - that is actually see and experience the whole communication. Face-Time is vital; two way, full bodied dialogue.” Michael Maynard Director of Maynard Leigh “Engage (obvious- ly!) - Seek out multiple ways to regularly talk face-to-face with your people.” Tony Kerley Lighthouse Training & Development “Visibility and accessibility: having a genuine open door, being welcoming, walking the locations.” Dilys Robinson Institute for Employment Studies ACCESSIBILITY 5

6. “Organisational fairness – organisations talk about transparency and most people when asked agree that it is a good idea but few follow through on it. Transparency, in an organisation where everyone can see everything everyone is doing provides a major opportunity for organisational fairness. Everyone can see what is involved, if something changes, everyone can see why and silent parties can be seen for what they are doing.” Michelle McArthur-Morgan Jigsaw@work “Know yourself. Deeply. Honestly. Warts and all – and remember that others can only see the parts of your character that you reveal. So show them the real you.” Nigel Girling CEO , National Centre for Strategic Leadership “Personal integrity: honesty, openness, truthfulness, doing Dilys Robinson Institute for Employment Studies “Create an environment where individuals are not afraid to raise issues and be honest, and listen to them.” Caroline Taylor-Martin Consultant - Barclays Employee Engagement Programme “Invest in character, not reputation, that will follow: So polish up your integrity, dust off your principles and buff up your values.” Michael Maynard Director, Maynard Leigh INTEGRITY and problems - Deal- ing with employee con- and abuse) and using appropriate organisational resources.” Emma Donaldson-Feilder “Focus - Strive to be consistent, focused and relentless so that no-one can have any doubt who you are, what you are doing or why.” Tony Kerley Lighthouse Training & Development “Trustworthy” Steve Jones Skills for Business “Walks the talk” Steve Jones Skills for Business 6

7. “Be open and honest at all times – the only way to build trust and respect.” Jonathan Booth Journey Group “Foster trust and respect; being trustworthy, exhibiting trust in others and fostering a climate of mutual respect.” Doug Crawford Cerus Consulting “Trust others before expecting to be trusted.” Joe Espana Performance Equations “Live and breathe your company values, and recognise others for doing the same.” Caroline Taylor-Martin Consultant - Barclays Employee Engagement Programme “Trust your people - Build trust by making time to really listen to your people and operate with integrity – ‘behaviour breeds Tony Kerley Lighthouse Training & Development “Understand your personal impact! aware of it! We all impact each other, seek to understand yours and strive to make it positive.” Victoria Page Kelda Water Services “Do not tolerate bad behaviour or behaviour that contradicts your company values.” Caroline Taylor-Martin Consultant - Barclays Employee Engagement Programme “Be consistent!” Jonathan Booth Journey Group “Do what you say you will - keep prom- ises and behave in a way you say others should behave.” Juliet Hancock Organisation Development Consultant & Change Coach “Show the courage to hold to what you believe is true.” Juliet Hancock Organisation Development Consultant & Change Coach “Take the risk of honesty - not just when it suits you or you can afford to do it.” Juliet Hancock Organisation Development Consultant & Change Coach INTEGRITY 7

8. “Lead a Learning Organisation: People love to learn, it is a core psychological driver. The energy unlocked through development activity is immense. Your team will allow themselves to be fully involved and utilised if they are developing, particularly through what we call is also a way of turning - ablers of engagement, downturns can be won- derful tutorials about the human condition; mistakes teach us valuable lessons about have vital insights hid- den amongst them.” Michael Maynard Director of Maynard Leigh “Clarity of direction and feedback: because people like to do what they should be doing and know why, doing it.” Dilys Robinson Institute for Employment Studies “Sets high expectations whilst demon- strating high challenge/ high support.” Steve Jones Skills for Business “Knowledge, clarity and guidance- Clear communication, advice and guidance, demon- strating understanding of roles and responsi- ble decision making.” Emma Donaldson-Feilder “Supporting development -Supporting and arranging employee career progression and development.” Emma Donaldson-Feilder “Encourage problem solving – allow people to learn from their mis- Caroline Taylor-Martin Consultant - Barclays Employee Engagement Programme COACHING 8

9. “Foster growth; acknowledge and harness diverse skills and abilities and ena- ble people to develop and utilise their full potential.” Doug Crawford Cerus Consulting “Stimulate learning; encourage a culture of constructive feedback, learning from one another and appro- Doug Crawford Cerus Consulting “Empower others; demonstrate trust abilities and judgment of your people and de- volve decision making to the lowest appropriate level.” Doug Crawford Cerus Consulting “Make sure everyone has the information and training they require to successfully deliver their contribution.” Ian Dodds CEO, IDC “Provide a secure base – show that you care about and believe in the abilities of your people and you will give them the belief in themselves and the decisions and take risks.” Michelle McArthur-Morgan Jigsaw@work COACHING “Empower each person to make their full contribution.” Ian Dodds CEO, IDC 9

10. “Two-way communication: interpreting organisational strategy and messages in a way that makes sense to people, and listening to them and involving them in decisions.” Dilys Robinson Institute for Employment Studies COMMUNICATE “Articulate your expectations clearly; tell stories that illus- to your organisation.” Caroline Taylor-Martin Consultant - Barclays Employee Engagement Programme “Mindful Communi- cation – encourage the practice of mindful communication. This will have a positive impact upon the intelligence.” Michelle McArthur-Morgan Jigsaw@work “Seek and listen to and understand every- will help and hinder successful delivery.” Ian Dodds CEO, IDC “Ensure each person has regular feedback doing and how they can use their unique qualities and skills to be a high performer.” Ian Dodds CEO, IDC “Know and share how you are going to win - Victorious then go to war, while defeated warriors go to to win.” Tony Kerley Lighthouse Training & Development “Create a climate of openness where feedback in all direction is the norm and people feel comfortable exploring ideas without put down.” Joe Espana Performance Equations 10

11. “Communicate authentically and deal with relationship tensions.” Joe Espana Performance Equations “Create meaning and purpose; articulating a vision and sense of direction that is meaningful to people and which creates a sense of common purpose and emotional engagement.” Doug Crawford Cerus Consulting “Provide a clear vision and direction and allow people to participate in developing the journey towards goals so that they have ownership and are committed.” Joe Espana Performance Equations COMMUNICATE “Set a clear direction; you want to do and about it and what you expect of others.” Steve Jones Skills for Business “Take it on the chin! Listen to feedback… remember how people feel is not right or take heart in that trusting environment in which someone feels able to give you honest feedback and whether you act on feedback or not, tell people. Explain why... you said, I did.” Victoria Page Kelda Water Services “Say it how it is! Keep it simple, use language everyone un- derstands and believe it, why should anyone Victoria Page Kelda Water Services 11

12. “SCARF social domains of being human, Security, Certainty, Autonomy, Relatedness and Fair- David Rock. Ensuring the social needs of employees are rewarded rather than threatened, as is so often the case in organisational life, leads to an increase in engagement.” Michelle McArthur-Morgan Jigsaw@work “Empathy: showing an interest in people, understanding what motivates them, seeing the organisation through their eyes.” Dilys Robinson Institute for Employment Studies “An organisation is not just an arrange- ment of resources and processes – it is a network of teams and individuals and it runs on relationships, not data.” Nigel Girling CEO , National Centre for Strategic Leadership “Openness, fairness and consistency- Managing with integrity and consistency, managing emotions/ personal issues and taking a positive ap- proach in interpersonal interactions.” Emma Donaldson-Feilder “Don’t try to wear a superhero costume: People follow people, and that means being human and that means being vulnerable.” Michael Maynard Director of Maynard Leigh HUMANITY “Appreciate people for who they are as well as what they do.” Joe Espana Performance Equations 12

13. HUMANITY “Building and sus- taining relationships - Personal interac- tion with employees involving empathy and consideration.” Emma Donaldson-Feilder “Admit weakness - own up to mistakes have all the answers.” Juliet Hancock Organisation Development Consultant & Change Coach “Be human! People are not ma- chines. Respect that they are on the same roller-coaster of life that you are.” Victoria Page Kelda Water Services “Honour the passing of something – before rushing full steam ahead with change, allow space and time to honour or mark the passing of the “old” way. Before individuals can move onto the next thing, they must be allowed to grieve. An important part of the grieving process is marking or honouring the passing.” Michelle McArthur-Morgan Jigsaw@work 13

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