This document summarizes a presentation on employee engagement given by David Ringwood, Vice President of Client Development at Management Research Group. The presentation discusses research from MRG's database of over 1.2 million assessments on the behaviors of effective leaders. It identifies behaviors like empathy, strategic thinking, and communication that help leaders engage employees and manage diversity. The presentation also examines generational differences in motivation and provides practical approaches for engaging younger generations. Finally, it offers recommendations for effectively engaging remote employees, such as providing structure, clear expectations and avoiding unclear messages.

1. Employee Engagement:
Practical Approaches to Building and Sustaining
Higher Levels of Performance and Commitment
David Ringwood | Vice President of Client Development, EMEA | MRG

2. Host
Lucy Sullivan
Head of Marketing, MRG
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3. Management Research Group is a global leader in designing
assessments that foster a deep self-awareness and impact
people in profound and meaningful ways with solutions for
Leadership, Personal Development, Sales and Service.
MRG conducts extensive research on effective leadership
behaviour, leveraging a database of more than 1.2 million
assessment participants.
David Ringwood
VP of Client Development, EMEA | MRG

4. Keeping employees engaged
1. Understanding Effective
Leadership: the behavior
profile of effective leaders
2. Accounting for Differences:
Research on managing diverse
teams
3. A Look Forward: What
motivates the next generation
of leaders
4. Employee Engagement from a
Distance: Remote leadership as
the new normal

5. Understanding
Effective Leadership
The behavior profile of leaders who
effectively engage their employees

6. Poll
To what extend has the current crisis made employee engagement a
greater priority?
A. Employee engagement has significantly escalated as a top priority
B. It has made it somewhat more important
C. It is still important, but no more of a priority now than before
D. It is not a high priority

7. 22 Leadership Behaviors
Specific, discrete, observable
actions
Example:
Feedback – Providing specific and
direct reaction to others’
thoughts, ideas, actions and
performance
LEA 360™: the Leadership Effectiveness Analysis
A multi-rater leadership assessment used in more than 60 countries, with
more than 1 million total participants from around the world.
31 Leadership Competencies
A set of several behaviors used
effectively in combination to deliver a
certain outcome
Example:
Ability to develop people (i.e., allows
room for mistakes, stimulates growth,
challenges positively, delegates authority)

8. LEA Behaviors
CREATING A VISION
Conservative
Innovative
Technical
Self
Strategic
DEVELOPING
FOLLOWERSHIP
Persuasive
Outgoing
Excitement
Restraint
IMPLEMENTING
Tactical
Structuring
Communication
Delegation
FOLLOWING THROUGH
Control
Feedback
ACHIEVING RESULTS
Management Focus
Dominant
Production
TEAM PLAYING
Cooperation
Consensual
Authority
Empathy

9. Leadership Effectiveness Analysis™
The LEA 360 also comes with the Leadership Impact Report, which measures 27 different facets of
leadership effectiveness, rated independently by Boss, Peers and Direct Reports.

10. Measuring What is Unique to Leaders Who
Effectively Engage Employees

11. Measuring What is Unique to Leaders Who
Effectively Engage Employees

12. Accounting for
Differences
Leading diverse teams effectively:
Research from an MRG presentation
at the Society of Consulting
Psychologists

13. Measuring What is Unique to Leaders Who
Effectively Manage Diversity

14. Measuring What is Unique to Leaders Who
Effectively Manage Diversity:
What they do More

15. Measuring What is Unique to Leaders Who
Effectively Manage Diversity:
What they do Less

16. Measuring What is Unique: Leaders Who Effectively
Manage Diversity & Leaders Who Effectively Engage
Manage Diversity
Engage Employees

17. Empathy
Consensual
Strategic
Communication
Self
0 5 10 15 20 25
Managing Diversity & Employee Engagement:
What Leaders Have in Common
Managing Diversity
Employee Engagement
(inverse correlation)
(inverse correlation)

18. A Look Forward
What motivates the next generation
of leaders

19. Age & Generational Effects on Employee Engagement

20. Individual Directions Inventory™
The IDI explores motivational drivers and sources of
energy, connecting motivation and behavior in
innovative new ways to empower individuals and
organizations to make unprecedented progress toward
their goals.
• Surfaces subtle drivers to reignite individual energy
and illuminate opportunities for growth
• Highlights aspects of an individual’s ideal
environment and strengthens team Dynamics
• Builds a roadmap for channeling motivational
energy to support organizational objectives
• Supports organizational change, coaching,
executive transition and candidate selection

21. Generational Differences in Motivation

22. What drives (and drains) Gen Y?
Gen Y is driven by…
Gen Y is drained by…
65 60 6575 70
45

23. Generational Differences in Motivation

24. What drives (and drains) Gen Z?
Gen Z is driven by…
Gen Z is drained by…
80 75 80 68 72
30

25. Practical Approaches
Engaging Gen Y & Gen Z
Democratic, inclusive decision
making is their clear
preference.
They prefer to decide together
and to seek input actively.
Be inclusive.1

26. Practical Approaches
Engaging Gen Y & Gen Z
Clear and ongoing flow of
information is essential.
Be specific and tangible, not
conceptual.
They really need to know the
“how to.”
Communicate clearly.2

27. Practical Approaches
Engaging Gen Y & Gen Z
Millennials and Gen Z don’t
like surprises.
Last minute situations and
communication can be quite
disruptive.
Don’t catch them off guard.3

28. Practical Approaches
Engaging Gen Y & Gen Z
Feedback to Millennials and
Gen Z is critical.
Delivering it frequently and
sensitively will help.
Give frequent feedback.4

29. Practical Approaches
Engaging Gen Y & Gen Z
Building community and a
collaborative culture will help
them to feel like they fit in.
Create community.5

30. Practical Approaches
Engaging Gen Y & Gen Z
Digital technology and
community building can work
well together, but only if they
are used wisely.
Use technology wisely.6

31. Questions
& Comments

32. Employee
Engagement from a
Distance
Remote leadership as the new
normal

33. Poll
Think of the leaders you work with, and where they were prior to the
current crisis. Overall, how prepared were they for remote leadership?
A. Well-prepared. They generally had good practices in place.
B. Somewhat ready. They had some helpful tools and skills, but parts
have been challenging.
C. Completely unprepared. They found that their usual practices did
not apply, and they struggled to adapt.

34. Effectively Engage Employees
from a Distance
What happens when
employees lack a firm start,
break, and end times?
Provide guidance and check in
on this topic.
Avoid too much flexibility.1

35. Effectively Engage Employees
from a Distance
Support employees’ need
for…
…a motivational “kick start”
(starting energy)
Meet motivational needs.2

36. Effectively Engage Employees
from a Distance
Support employees’ need
for…
…structure and focus
(sustaining energy)
Meet motivational needs.2

37. Effectively Engage Employees
from a Distance
Support employees’ need
for…
…defined boundaries
(finishing energy)
Meet motivational needs.2

38. Effectively Engage Employees
from a Distance
Set clear expectations from the
outset.
Make an effort to understand
the individual.
Provide tangible instructions
and objectives.
Provide reassurance3

39. Effectively Engage Employees
from a Distance
Focus on the quality of the
engagement.
Don’t over-rely on tech.4

40. Effectively Engage Employees
from a Distance
Stay vigilant about clear
communication; understand
that emails and messages can
be easy to mis-interpret.
Avoid unclear messages.5

41. Questions
& Comments

42. Upcoming Events with MRG
CertificationsWebinars
LEA 360™
Starts June 3
Individual Directions
Inventory™
Starts June 9
Personal Directions®
Starts June 30
Motivation and Bias: Strategies for Developing
Greater Self-Awareness and Observational Skills
June 3
A Life Well-Lived? The Science of Satisfaction
June 10
Workshops
Using LEA + IDI for Selection
May 27
Using the IDI in Mediation
June 24
Registration at
MRG.com/calendar

43. Thank you.
Stay in touch.
research@mrg.com