Engagement: The Power of U - HPMA - Shauna...Engagement: The Power of U ... HRM, Global OD Manager...

Engagement: The Power of U

Shauna Hughes

[email protected]

Based on concepts by Otto Scharmer and Jon Kabat-Zinn

Engagement: The Game Changer

mailto:[email protected]

Introduction

• Shauna Hughes

• Founder – Eye Change Consultancy

• Caterpillar Inc – HRM, Global OD Manager

• Engage for Success – Lead Regional Ambassador

• MA HRM

• BSc Occupational Psychology

• Certified Master NLP Practioner

• Certified Mindfulness Trainer

• P/T lecturer QUB – CIPD; UU


Objectives

• The Changing World

• Employee Engagement

• Mindfulness and Theory U

• Personal Application


The world is changing

Global warming

Terrorism Internet

Individualism

Tsunami

Globalization Global debt

Social media

VOIP

Aging population

Flexible Workforce

Information age

Millenials Leadership crisis

Environment

Demographic

Digitalization

Financial crisis


Global warming

Terrorism Internet

Individualism

Tsunami


Social media

VOIP

Aging population

Flexible Workforce

Information age


Environment

Demographic

Digitalization

Financial crisis

Volatile


Global warming

Terrorism Internet

Individualism

Tsunami


Social media

VOIP

Aging population

Flexible Workforce

Information age


Environment

Demographic

Digitalization

Financial crisis

Volatile

Uncertain


Global warming

Terrorism Internet

Individualism

Tsunami


Social media

VOIP

Aging population

Flexible Workforce

Information age


Environment

Demographic

Digitalization

Financial crisis

Volatile

Uncertain Complex


Global warming

Terrorism Internet

Individualism

Tsunami


Social media

VOIP

Aging population

Flexible Workforce

Information age


Environment

Demographic

Digitalization

Financial crisis

Volatile

Uncertain Complex Ambiguous

Your World – Health Care

• Engagement in the NHS has increased over the last two years but there remains significant scope for improvement.

• NHS unprecedented squeeze – demand growing; costs rising; budgets frozen - “Do more for less”. Steve Trenchard, CEO Derbyshire Healthcare

• Ongoing pay restraints.

• NHS expected to deliver ever safer and higher quality care (Francis

Report – Mid Staffordshire).

• Increasing work intensity.

• Organisational change – restructuring, regrading, redundancies.

• ‘The outcome of the seemingly endless restructuring is change fatigue among … the NHS workforce’ – RCN.

• Significant amount of staff ill health comes from musculosketal & mental health conditions.


Why is Engagement Important?

Why is Engagement Important – Health Care


Staff Wellbeing

Patient Satisfaction

Clinical Outcomes e.g. mortality

Safer Care

Creativity & Innovation

Improved Decision Making

Increased Efficiency

Reduced Sickness Absence

Stress Reduction

12

What is Employee Engagement?

“A positive attitude held by the employee towards the organisation and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organisation. The organisation must work to develop and nurture engagement, which requires a two-way relationship between employer and employee.”

IPA Report 2014

Engagement in Action is When an Employee…

• Chooses to work late to complete a project.

• Asks how they can better serve a customer, their team, or another co-worker.

• Makes the connection between their decisions and business results.

• Treats company resources with the same concern as their own.

• Initiates improvement in work methods / projects.

• Pursues self development through their own initiative.

• Comes to work even when they are not “feeling” the best.

• Executes the right thing … at the right time … the right way … even when no one’s watching.

IT’S NOT…..

Drivers of Engagement

Involvement

Compelling Vision of the Future

Values Empowerment

Communication Partnership

Social Consciousness

Processes

Decision Making

Flexiblity

Recognition

Development Career Path

Leadership

Employee Voice

Trust

Reward

Honesty Respect

Job Design Working Patterns

Diversity

The Four E4S Enablers of Engagement

09/12/2014 ENGAGE FOR SUCCESS 2012 16

http://vimeo.com/79736170

Theory U - The Blind Spot

Source: Who

Blind Spot: Inner place from where we operate

Process: How

Results: What


“The success of an intervention depends on the interior condition

of the intervener.”

William O’Brien,

former CEO of the Hanover Insurance Company


Mindfulness

• Originally based on Eastern meditation traditions.

• It is about being aware of what is happening in the present on a moment-by-moment basis without judgement and not coming to premature conclusions.

• Science of Mindfulness – new brain imaging techniques.

• Mindfulness / Mental activity changes the physiology of the brain.

• Neuroplasticity: changes in the structure and function of the brain as a result of experience.

• Brain hygiene – use it or loose it.


Mindfulness has positive effect on physical health

Improves acceptance,

coping strategies and

well-being chronic pain

1982

Improved well-being, symptom

control in patients with fibromyalgia

1992

Improved skin clearing in

psoriasis and symptom relief

in IBS

1998

Improved immune

function in healthy and HIV patients

2003

Reduces stress, anxiety &

depression, and improved symptoms in heart disease

2003

Reduces blood pressure

2004

Improved glycaemic control in diabetes

2007

Reduced levels of cortisol and

stress

2007

Copyright 2012 Dr Shanida Nataraja, Author of The Blissful Brain: Neuroscience and Proof of the Power of Meditation


Mindfulness has positive effect on mental health

Reduces anxiety

1992

Reduced risk of relapse or recurrence in depression

2000

Improved anxiety &

depression in bipolar

disorder

2008

Improves sleep time

and efficiency in chronic insomnia

2008

Weight loss in women with binge eating

disorders and/or obesity

1999

Improved decision

making & abstinence in

substance abuse

2006

Improves well-being, QoL and

coping strategies in

cancer patients

2008

Reduced anxiety and

stress in schizophrenia

2010



Mindfulness practice has multitude of effects on cognitive function

Promotes insightful problem-solving

Cultivates positive attitude to

perceived stress

Facilitates sustained attention

Enhances emotional intelligence

Increases openness and extroversion

Reduces negative emotions and

worrying

Promotes emotional stability

Enhances curiosity and receptiveness

to new experiences

Decreases tendency to self-

reference

Cultivates observing attitude



Organisational Benefits

• Happier, more engaged employees.

• Healthier Employees.

• Greater creativity / innovation “This [innovation] will be vital in order to protect service quality and safety in more challenging times.”

• Improved decision making “Incremental innovation alone will not be enough to deliver the savings NHS trusts face and there will continue to be organisational changes ……… engaging employees in the process of change will ensure better quality decision-making.”

Quotes from IPA report 2014 Meeting The Challenge: Successful Employee Engagement in the NHS


Interested? You’re in good Company Mindfulness

• Embrace mindfulness to build better support frameworks for the health & wellbeing of staff. – Google, Twitter, Intel, Facebook, Arianna Huffington, Harvard business school,

Nortel Networks, Starbucks, Reebok, Xerox, Volvo, United Health Care, Unilever, Toyota, IBM, GM, Fortis Bank, eBay, Apple, Virgin

• NHS Mindfulness programs – Oxford, Sussex, Lancaster, London……..

• 30% UK GP’s refer patients to mindfulness courses.

Theory U

• Created Global Wellbeing & GNH Lab – Lead global innovators to prototype new ways of implementing well-being into societies.

• Anti-corruption process – Indonesian government.

• African agriculture transformation initiative - Ethiopian government.

• Collective innovation capacity building in Eileen Fisher Inc. Engagement: The Game Changer

Practice - Raisin


In Summary

• Neurologically, Theory U & Mindfulness are about developing and using a "balanced brain”. Allowing more use of the right brain faculties of lateral, creative, and innovative thinking and less analysis, filtering and judgement.

Right brain • Abstract

• Intuitive • Holistic • Creativity

Left brain • Rational

• Analytical • Reductionist • Language


Application Today

• Listening


Listening

• A cornerstone of Engagement and Mindful Leadership.

• A still mind allows you to be open to listening and to bond with another for a meaningful experience of effective communication.


Leadership Competencies are Changing


What is Listening?

The process of receiving, constructing meaning from, and responding to spoken and/or nonverbal messages; to hear something with thoughtful attention.

(ILA, 1996)


Fast Facts

• We speak at 125-250 wpm, think at 1000-3000 wpm.

• 75% of the time we are distracted, preoccupied or forgetful.

• 20% of the time, we remember what we hear.

• More than 35% of businesses think listening is a top skill for success.

• Less than 2% of people have had formal education with listening.

• Google now have listening programmes.


Levels of Listening

reconfirming old

opinions & judgments Downloading habits of judgment

LISTENING 1: from habits


Levels of Listening

disconfirming [new] data

LISTENING 2: from outside

Factual listening noticing differences

reconfirming old opinions & judgments

Downloading habits of judgment



Levels of Listening




seeing through another person‘s eyes emotional connection

LISTENING 3: from within

Empathic listening




Open Heart

Open Mind


4 Levels of Listening




seeing through another person‘s eyes emotional connection

LISTENING 3: from within

Empathic listening




connecting to an emerging future whole; shift in identity and self

LISTENING 4: from Source

Generative listening (from the future wanting to emerge)

Open Will

Open Heart

Open Mind


Field: Structure

Of Attention

1 Downloading:

Talking nice

2 Debate:

Talking tough

3 Dialogue:

Reflective inquiry

4 Presencing:

Generative flow

Field

Speaking from what I think Divergent views: I am my point of view Adaptive system (say what you think)

Speaking from seeing myself as part of the whole From defending to inquiry into viewpoints Self-reflective system (reflect on your part)

Speaking from what they want to hear Polite routines, empty phrases Autistic system (not saying what you think)

Speaking from what is moving through Stilness, collective creativity, flow Generative system (identity shift: authentic self)

I-in-me

I-in-it

I-in-you

I-in-now


Some Options

• Blend into consultancy.

– Strategy development

– Workgroup effectiveness

– Wellness Programme

– Reduce sickness absence, Tackle stress

– Change Management

– Coaching

– Communication, negotiations

• 8 week mindfulness course – personal or in organisation.

• Mindfulness workshop.

• Mindful Leadership workshops.


Transformational Change

• Requires a deeper understanding of oneself and others


The World Is Changing

Are You?

References

• C. Otto Scharmer (2009). Theory U: Leading from the future as it emerges.

• Jon Kabat-Zinn (2013). Full Catastrophe Living: Using the wisdom of your body and mind to face stress, pain and illness.

• Ted Talks.

• Todnem, R. (2005) Organisational Change Management.

• Dr Shanida Nataraja (2012). The Blissful Brain: Neuroscience and Proof of the Power of Meditation.

• NHS Health and Well-Being Final Report (2009).

• Transforming Your Care: A Review of Health and Social Care in Northern Ireland (2011).

• Meeting the Challenge: Successful Employee Engagement in the NHS (2014).

Questions?


Engagement: The Power of U - HPMA - Shauna...Engagement: The Power of U ... HRM, Global OD Manager...

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