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Strategic Business LeadershipExecutive Education Seminar
THE ENGAGING LEADER – PART ONE
Tim Reynolds, MLHRDirector, Walter Center for Strategic Leadership April 2014
“It’s Like A Brastemp!”
Personal Introduction
• Academic – Ohio University & Ohio State• Work Experience – Twenty-Five Years in Human
Resources, Talent and Organizational Development• Companies Worked For - Whirlpool, Abbott Labs,
Marathon Oil & Johns-Mansville. • Passionate About – Leadership, Talent and
Snowboarding
Session Objectives:
1. To understand the impact leadership has on employee alignment and engagement.
2. To consider some concepts and tools for having an intentional leadership conversation.
3. To practice building a collective intelligence through leadership.
What leadership conversations are you having in your organization?
What business results are these conversations delivering?
Employee Engagement
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• Does not mean employee happiness.
• Doesn’t mean employee satisfaction.
• Is the emotional commitment:– To Your Work– To Your Company– To Give Your
Discretionary Effort
Engagement Research
• Towers Watson 2012 Global Workforce Study — 32,000 employees across 30 countries — makes the most powerful, bottom line case to date!
• In 50 global companies, Towers Watson found:
o Low Engagement = Avg. Margin < 10%
o High Engagement = Avg. Margin > 14%
o Highest “Sustainable Engagement” had average one-year operating margin of 27%
o “Sustainable Engagement” is a focus on physical, emotional and social well-being.
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Major Factors That Impact Engagement
1. Being Part of a Winning Organization.
2. Working for Admired Leaders.3. Having Positive Working
Relationships.4. Doing Meaningful Work.5. Gaining Recognition and
Appreciation.6. Living a Balanced Life.
8Source: The Banff Centre
What People Say Are The Characteristics of The Most Admired Leaders:
• Honest
• Forward Looking
• Competent
• Inspiring
What Changes Are Impacting Your Ability To Lead?
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• Economic • Organizational • Global • Generational • Technological
Organizations have become flat, fast and adaptive to deal with change.
What Does That Mean For Leaders?
• According to Dr. Boris Groysberg, leaders must engage employees through “Organizational Conversation.”
• Leaders can create mental or emotional proximity.
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Dr. Boris Groysberg, Professor of Business Administration, Harvard University
Proximity
• The state, quality, sense, or fact of being near or next; closeness.
• Physical proximity is becoming a challenge for leaders and employees
• Mental or emotional proximity appear to be the leadership opportunity
The Role Of Trust
• How do you personally extend trust to others?
• How do you know if they trust you?
Intimacy: Engaging Individuals
• Being Real
• Gaining Trust
• Listening Well
• Getting Personal
Building Engagement Through Trust
Buddy – Buddy
High RelationshipLow Results
Standing For Greatness
High RelationshipHigh Results
Off The Hook
Low RelationshipLow Results
Driver
Low RelationshipHigh Results
Source: Gap International
Interactivity: Engaging Through New Opportunities
• Promoting Dialogue• Using Social
Technology
How Do You Message People?
Inclusion: Engaging Others In The Content
Expanding Employees’ Roles:
• Brand Ambassadors
• Thought Leaders
• Storytellers
Seven Engaging Conversations1. Conversation for being related – relevance to another.2. Conversation for possibility – standing for a future of
possibility. 3. Conversation for opportunity – tactical language for
achieving a possibility.4. Conversation for action – specific who, what, when. 5. Conversation for breakdown – dealing with resistance. 6. Conversation for acknowledgement – genuine expression of
appreciation. 7. Conversation for completeness –being whole.
• Is your organization’s strategy being implemented?
• How are you intentionally conversing strategy into results?
Intentionality: Engaging The Organization
• Crafting the Agenda
• Taking a Stand for Possibility
• Building Alignment
Shaping Engaging Conversations1. What is the conversation and for whom?2. Create the Context (Possible questions to consider):
1. What is the context you want to create from this conversation?2. What is your Stand for yourself? For them?3. What is the experience or result you want to cause?4. Are you thinking from “Something is Possible”?
3. What is Their World? What is Your World? In other words, think through the concerns, issues, challenges and worries of your audiences. How will you bridge their world with your conversation?
4. What is the intention you have for the conversation?5. What are the specific outcomes you are committed to producing?6. How do you wish to close your conversation?
Going Forward
• Conversation Occurs in Every Organization.
• As a Leader, how will you engage?
Engaging Leadership Is Your Conversation!
Leaders Need A Place To Practice!
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The Electric Maze • Developed by Dr. Richard
Kimball, Action Learning Associates, Inc.
• Designed for experiential team learning in a complex simulation
• Used for both group and individual development
• Designed around the 3 Ts: Training, Teambuilding and Testing
Simulation Structure
• Overview 10 Min• Strategy Session 7 Min• Activity 12 Min• Strategy Session 5 Min• Activity 12 Min• Debrief 15 Min
Rules• Strategy Sessions (2) and Team Crossing Sessions (2)• One Person at a Time on the Maze• Full Team Rotation – all members must take a turn crossing the Maze• One Square at a time – No Jumping• Must Enter from the Front – No entry from the sides• No Touching the Maze when someone is on it• No use of paper, coins, etc. to highlight the trail
• No Talking once the scenario begins. • Missteps Cost 1 dollar. You have $100 per team.• All Members Must cross the Maze successfully – if not, the whole team
goes back• Written Material only in the Strategy Session
Debrief Questions
• What Interesting things did you notice during the Maze?
• What are the parallels to Leadership? Teaming? Work?
• What was your major learning from the Maze?
Leadership Learning • Team Learning hinges on “Alignment” and
“Shared Mental Models”• Clear Vision and Mission are critical for
“Alignment”• Trust = Speed • Team learning is having a “collective
intelligence” that enables organizational learning
• Complex communications can break down
• Learning occurs after decisions, a consequence and some reflection
• Fear of blame can waste time when facing uncertainty
As Leaders, we must recognize the patterns that create success.
Strategic Business LeadershipExecutive Education Seminar
THE ENGAGING LEADER II – BUILDING HIGH PERFORMING TEAMS
Tammy Reynolds, MLHR
April 2014
A little about me…
• Grew up in Pittsburgh, Pennsylvania
• Have two awesome sons and a husband Tim (who you met earlier)
• Have a big lovable dog• Worked in industry for 20+
years, most recently with Whirlpool Corporation
• Joined Ohio University August 2012
• Love the outdoors – skiing, biking, hiking, kayaking
Sources used for this presentation
The Good, the Bad, and the UglyDiscuss at your table:
•Think about your best team experience – sports, school, social organization, work place?•What made it great?
•Now think of the worst team•Why was it so bad?
What Is a Team?
• Groups whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills.
Tuckman’s Stages of Team Development
Team Dynamics
Groupthink - when a group exerts extensive pressure on an individual to align his or her opinion with that of others.
Social loafing - the tendency for individuals to expend less effort when working collectively than when working individually.
Mini Case
Instructions:1. Take a few minutes to read the case individually and answer the 3 questions2. Discuss at your table 10 minutes and try to reach agreement on the 3 questions3. Prepare your response and elect a spokesperson for the group4. Review as a large group
Inattention to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
Invulnerability
Lack of Trust
• What are some examples of lack of trust on teams that you have experienced?
Building Teams that Trust
Steven Covey - Trust
Emotional Bank AccountSteven Covey
Group ExerciseAt your tables, discuss deposits and
withdrawals that you might make into the emotional bank account of someone you love
Next, discuss deposits and withdrawals that you might make with fellow teammates at work
Emotional Bank AccountSteven Covey
Other ways to build trust on teams• Share styles, strengths and
personality differences• Get to know each other
outside of work
Teams that trust…
• Admit weaknesses• Ask for help• Accept questions and input regarding their
areas of responsibility• Appreciate and tap into one another’s skills
and experiences• Offer and accept apologies
Inattention to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
Artificial Harmony
The Five Dysfunctions of a Teamby Patrick Lencioni
Fear of Conflict
Traditional view of conflict - the view that all conflict is bad and must be avoided.
Conflict - perceived incompatible differences that result opposition.
Functional Conflict
• Conflicts that support a group’s goals and improve its performance.– Task conflict - conflicts over
content and goals of the work.
– Process conflict - conflict over how work gets done.
Dysfunctional Conflict
Dysfunctional conflicts - conflicts that prevent a group from achieving its goals(typically interpersonal)
SO, IS CONFLICT ALWAYS A BAD THING?
Clearly Not
Relationship Between Level of Conflict and Level of Performance
Five Conflict-Handling StylesAvoiding - “Maybe the problem will go away”Accommodating – “Let’s do it your way”Forcing – “You have to do it my way”Compromising – “Let’s split the difference”Collaborating – “Let’s cooperate to reach a win-win
solution that benefits both of us”
Programmed Conflict
Devil’s advocacy process of assigning
someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing
Dialectic method process of having two
people or groups play opposing roles in a debate in order to better understand a proposal
Teams that engage in healthy conflict…
• Have lively interesting meetings• Put critical topics on the table for discussion • Tackle issues “head on”• Solve real problems quickly• Minimize politics
Inattention to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
Ambiguity
The Five Dysfunctions of a Teamby Patrick Lencioni
Lack of Team Commitment
What does lack of commitment look like:•“Fuzzy” goals, no clear direction•Revisit discussions and decisions over and over again•Encourages second guessing
A team that commits…
Creates clarity around prioritiesMoves forward without hesitationAligns the team members around common
objectives
Inattention to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
Low Standards
The Five Dysfunctions of a Teamby Patrick Lencioni
Avoidance of Accountability
• Encourages mediocrity• Misses deadlines and
key deliverables
Teams that hold each other accountable
• Ensure poor performers feel pressure to improve
• Identify potential problems quickly by questioning one another’s approaches
Inattention to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
Status & Ego
The Five Dysfunctions of a Teamby Patrick Lencioni
Inattention to Results
“The ultimate dysfunction of a team is the tendency of member to care about something other than the collective goals of the group.” (Lencioni, 2002)
•Rarely defeats competitors•Encourages team members to focus on their own careers and individual goals
Teams that focus on results…
• Win!• Retain achievement oriented employees• Minimizes individualistic behavior • Learn to subjugate individual egos and agenda
for the good of the team
Inattention to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
Status & Ego
Low Standards
Ambiguity
Artificial Harmony
Invulnerability
The Five Dysfunctions of a Teamby Patrick Lencioni
How healthy is your team?
• Referring to Lencioni’s model, determine how healthy your team is
• What does your team do well?• What can it improve upon?• What one thing will you commit to changing
on your team?