Becoming a Strategic Resource
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Becoming a Strategic Resource Mike Cook Senior Partner – AMJ Group Anacortes, WA Establishing a New Identity for HR: Initiating the Tough Conversations
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Becoming a Strategic Resource. Establishing a New Identity for HR: Initiating the Tough Conversations. Mike Cook Senior Partner – AMJ Group Anacortes, WA. Introduction to AMJ Group. - PowerPoint PPT Presentation
Transcript of Becoming a Strategic Resource
Becoming a Strategic Resource
Mike CookSenior Partner – AMJ Group
Anacortes, WA
Mike CookSenior Partner – AMJ Group
Anacortes, WA
Establishing a New Identity for HR: Initiating the Tough Conversations Establishing a New Identity for HR: Initiating the Tough Conversations
Introduction to AMJ Group
AMJ Group is sole proprietorship, based in
Anacortes, WA., focused on Reducing
Suffering in the Workplace.
This is Me 25 Years Ago ➚
Strategic Partner/Employee Advocate/Change Mentor
• Where are the
barriers to the transition of the HR function in your organization from tactical to strategic resource?
Human Resources: A Possible Future
Old Role:
As seen by the organization
•Systematizing and policing arm of executive management
•The Gate Keeper
New Role:
As envisioned by HR
professionals
•Strategic Partner
•Talent Advocate
•Change Mentor
•Guardian of Engagement
HR Becomes a Strategic Resource: By Asking… “Where is the Vacuum?”
Is your work environment a “safe place” for employees to behave in an engaged manner?
This is a Dynamic Spectrum
EngagementEngagement
Resistant
Resistant
EngagedEngagedCompliant
Compliant
What Exactly is Engagement?
Employees who say, stay and thrive Employees who get their hearts and minds
in the businessEmployees who go the extra mile in loyalty
and ambassadorshipEmployees who think and act as business
people The capture of discretionary effort Intellectual understanding and emotional commitmentAll of the above and then some!
Employee Engagement Defined
A measurable degree of an employee’s positive or negative emotional attachment to…
Site Wikipedia
THE WORK
COLLEAGUESORGANIZATION
Therefore…Engagement Measures an Employee’s Ability to Persevere in Challenging Circumstances
Why Does Engagement Matter?
Organization with high levels of employee engagement report the following results*:
19.2% Higher operating income 17% Higher operating margins
27.8% Higher earnings per share
*source is the Conference Board Research, Towers Perrin and the International Survey Research.
Where Are We Now?♦
44%* of workers say they put in only the effort required to keep from being fired
Only 23%* of workers report working at their full potential
75%* report they could be significantly more effective
♦Towers-Perrin/Gallup research results
What Influences Engagement?
Employer Engagement
Perception of Job Importance Clarity of Expectations Advancement/Development Opportunities Quality of working relationships with peers,
supervisors, and subordinates Regular Feedback and Dialogue with Superiors Perception of Ethics and Values of the
Organization Internal Communication Rewards
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Theory of Outcomes
Results
Actions
Opportunity
Possibility
Relationships
Where Do You Start?
How able are the employee’s in your organization to generate, maintain and sustain their own engagement?
How able are your employee’s to advocate for any of the nine factors when they are missing?
“Conversations” are Your Tools
Each of us conducts our work inside a web of “conversations”
“Conversations” are Your Tools
When there are “signs” that certain conversations are not welcome or safe, discretionary effort and initiative plummet.
“Conversations” are Your Tools
When employees observe their leaders at odds or not communicating openly with each other, the “shut down” is on. Compliance replaces creativity, passion and initiative.
“Conversations” are Your Tools
When “un-discussables mount up your culture becomes toxic.
It Should Not Be This Hard! The weakest part of our educational experience (K thru 12
and Beyond) is the development of interpersonal skills
We are know how to fight or flee but few are good at “stay and play.”
Debate- A Good Fight! Discussion-Opinions without Action, Pain or
Accountability! Dialogue- Win/Win-Mutuality
Is There a Difference? Is There a Difference?
Definition of Dialogue
♦ Free Flow of Meaning
♦ Between Two or More Parties ♦ Conducted in an Environment of Mutual Respect
Goals of Dialogue
Advance an issue towards resolution
Learn about the other party’s perspective
Enhance the working relationship by building trust
Advance an issue towards resolution
Learn about the other party’s perspective
Enhance the working relationship by building trust
Tell the Truth
Start with Vision Think Ahead
Make the
Situation Welcoming
Master My Drama Express My
Perspective Explore Others’
Perspective Move to Action
Start with Vision Think Ahead
Make the
Situation Welcoming
Master My Drama Express My
Perspective Explore Others’
Perspective Move to Action
Eight Steps to Re-Engagement
1. Tell the Truth
Anytime you find yourself stuck, there are conversations that need to happen “Stuck” is the same as “not getting the results you
want”
Backtrack from poor results to determine the specific tough conversation that applies
Work on me first
Focus on what you really want
Don’t Paint Yourself into a Corner
2. Start with Vision
When Might a conversation turn crucial? Physical, emotional and behavioral signs
When safety is at risk… Masking, Avoiding, Withdrawing Controlling, Labeling, Attacking
What about Yourself?
When Might a conversation turn crucial? Physical, emotional and behavioral signs
When safety is at risk… Masking, Avoiding, Withdrawing Controlling, Labeling, Attacking
What about Yourself?
3. Look Ahead Anticipate Sources of Discomfort
When safety is missing, abandon your Agenda…
Acknowledge the discomfort…
Find out What is Going to Work: Apologize – when appropriate “I am sorry if this is
upsetting to you.” Re-establish Objective Declare Commitment to Mutual Benefit – move to
a higher and longer term goal that satisfy both parties “We are in this together.”
4. Make the Situation WelcomingCan you make it safe to talk about almost anything?
Separate facts from stories What did you See or Hear ?
Watch for three trap doors “It is not my fault!” “It’s all your fault!” “There is nothing else that I can do!”
Tell the whole story “Here is my role in the problem?” “I have tried to imagine why I would act this way?” “What can we do to get this working”
5. Master My DramaCan you stay in dialogue when your emotions engage?
♦ Share your facts
♦ Tell your story about the facts♦ Ask what others have to say♦ Allow for other facts to emerge♦ See what others think
6. Express My PerspectiveHow to speak persuasively not abrasively
♦ Express responsibility – ask a question
♦ Check to see if your interpretation is accurate, especially emotions
♦ Let others know what you are hearing♦ Be bold if you are getting nowhere
7. Explore How Others See the Situation Can you listen when others’ blow up or clam up?
♦ Who will do WHAT…
♦ By WHEN…♦ What FOLLOW UP action will be taken…♦ FOLLOW UP!
8. Action PlanningHow to turn Difficult Conversations into action and results
Food for Thought-Homework!!!
Who do you need to be in a higher level partnership with in order to have this transformation take place in your organization?
What Conversations will you advocate for in order to assist you in this transition?
Something to Consider
What might be possible in your organization if you were able to develop ongoing collaborative coaching communities involving your mid-level managers?
Questions
Visit the Heart of Engagement
www.heartofengagement.com
For additional questions contact Mike Cook
