Engagement and why it matters

1. What is engagement Why it mattersWhat YOU can do about It Engaging Leaders & Organizations

3. 9 Years training and consulting experience in Asia

4. 7 Years China Leadership Development Experience

5. Certified Assessor and Coach – Leadership Development Profile & Framework (Action Logic)

6. Certified NLP Practitioner

7. Personality Type Certified

8. Reviewing Skills Certified

9. SPIN Sales Certified

10. Languages: English, Mandarin, and ItalianA Selection of John’s Clients

11. Our Topics and Objective Define what engagement means Describe the mindset of an engaged employee Identify what engaging leaders do differently from other leaders Review case studies on engaging organizations

12. What does it feel like to be engaged? What does giving 120% feel like? Work together to make a picture of being engaged

13. Our Understanding of Engagement We describe engagement as: “When employees regularly do what is needed, without being told, to improve effectiveness and achieve their organization’s vision and goal.” We believe companies who have engaged employees have better access to their employees’: Sense of Urgency Focus Intensity Adaptability Persistence Personal Initiative

14. Take a Moment to Consider… What % of employee potential or available energy do you think your company gets every day from the following areas: Urgency Focus Intensity Adaptability Persistence Personal Initiative What % do you think your most significant competitor gets?

15. Where Engagement Meets The feeling of being engaged and the feeling of being able to engage Do your people DRIVE themselves? Transformational Leadership and what leaders do to create engaged teams Do they MOTIVATE employees? Organization Culture and how it affects engagement Does it ENABLE people?

16. What is an engaged employee’s mindset?On a scale of 1-5 describe your feelings: Do you believe your work creates a positive impact ? Do you feel good after a day’s work? Can you stay focused for an extended period of time? How do you feel if your team does NOT hit it’s targets? Does time seem to fly by when your at work? Do you feel like you have the knowledge, skills, and equipment to do your job?

17. What kind of leader engages you? What kind of leader creates 120% effort from you? Work together to make a picture of this kind of leader and their traits

18. Compare these two pictures Is this engaging? Why? Is this engaging? Why?

19. 4 Keys That Transformational Leaders Use to Access Engagement Leaders create alignment by setting goals that link strategy and individual action They are role models of fairness and consistency toward their team members Engaging leaders motivate team members with appropriate recognition and support They demonstrate and build trust by empowering their key team members

20. Creating Strategic Alignment Common Goals 共同目标

21. Feeling Fairly Treated “One of problems is that ethics is never a business issue or social issue or a political issue. It is always a personal issue.” John C. Maxwell Congruency is the key, leaders are always being watched by their followers Being treated fairly is 100% subjective When was the last time you felt you were treated unfairly? What about the last time you were treated fairly?

22. Recognition and Feedback What do these two topics have in common? What is different between the two? What kind of feelings do they create? The key to both of these skills is that they are communicated regularly and timely What kind of impact can this kind of leadership communication create?

23. Empowerment and Trust Your manager trusts in your ability to get things done in your department So much so you can never delegate responsibility or develop your employees to take over your responsibilities Imagine this scenario…

24. Let’s take a quick break! Be ready to continue in fifteen minutes Welcome Back!

25. What would it look like to work at 120%? Imagine that when you go to work tomorrow everyone is at 120% Work together to make a picture of what this would look like

26. 4 Keys Found in Engaging CulturesGive your organization a score 1-5 Alignment between vision, Core Purpose and individual contribution A culture of consistency and fairness A culture that learns and adapts to change An atmosphere that involves teams in their work

27. Vision Alignment Do the people where you work know the organization’s vision? Do they feel like their work goals contribute to the organization’s purpose/ mission?

28. A Culture of Consistency and Fairness Ask yourself the following questions: (quantify your answer 1-5) Do people at my office find it easy to reach agreement across departments? Do the people on my work team share my values? What about other departments? Do my colleagues understand how their work impacts each other? Do people where I work feel like the people management systems are fair?

29. Learning and Change Orientation Think of the last time your team failed to achieve an important goal Did your colleagues share information to help each other grow from the failure? Did your team adopt new ways to face the problem in the future? Did people learn from the failure?

30. What is the atmosphere like at a company with involved teams? The atmosphere in the organization is trusting, supporting, and caring. People are proactive and willing to expand their work roles and show team skills. Does this sound like your team?

31. Why Does Engagement Matter? Take a moment to brainstorm as a small group A recent global study by Tower Perrins showed highly engaged companies to be: 70% more productive 40% more profitable 100% greater share holder value

32. Engagement Check List

33. So What Can You (HR) Do About It? Hire people who are easier to engage An engaged mindset can be assessed at the point of hiring through target interviews and psychometrics Benchmark your organization There are plenty of organizational diagnostics available Currently Sino Associates is sponsoring a China wide engagement survey and the service is FREE

34. So What Can You (HR) Do About It? Build an Engaging Culture Start at the top and create a clear localized vision for the next 10 – 20 years Ex. Global Vision – Be a global leader in x product supply Ex. Localized Vision – In 2020 we will double our product turnover Identify your localized Core Purpose Identify your localized Core Values and their behavior traits Detail your organization’s strategic roles Build a vision road map and share it down the company gathering bottom up feedback

35. So What Can You (HR) Do About It? Develop Engaging Leaders Create an awareness and buy-in to your local vision Create projects to share the vision and tie it to performance evaluation and coaching Emphasize effective communication that regularly recognizes achievements Create opportunities for leaders to share feedback and information and show them how to do it right Remind them about and coach them for congruency to create a fair work environment Train them to be effective at empowering others through coaching and delegation

36. Any Questions?

37. What Are You Going to Do? Work in small teams Tell us what you are going to do to improve engagement Give a short presentation

38. Thank You! For additional feedback or questions contact: John Dorris Skype: john.dorris E-mail: john.dorris@sino-associates.com Mobile: 13603099924