LWHRA Annual Symposium 2016

EXECUTIVE COACHINGORGANIZATIONAL

EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS

SCALABLE INNOVATIVE

LEADERSHIP SOLUTIONS

The Impact of the Disengaged Leader; The cost to the business, employee satisfaction and attrition


EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTS

SCALABLE INNOVATIVE

LEADERSHIP SOLUTIONS

The Impact of the Disengaged Leader;

The cost to the business, employee satisfaction and attrition

Presented by:

Stacy L. Shamberger, Executive Vice President

Skyline Group International


EFFECTIVENESS

RESEARCH, SURVEYS &

ASSESSMENTSSCALABLE & INNOVATIVE

LEADERSHIP DEVELOPMENT

Takeaways Today

• Define/Profile of the disengaged leader

• Recognize the disengaged leader

• How to engage the business in

conversations regarding the disengaged

leaders

• Creating a development plan for leaders

• Metrics/Research: The Hidden Drivers of

Leader Engagement


EFFECTIVENESS

RESEARCH, SURVEYS &



http://www.skylineg.com/

http://www.skylineg.com/


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Data We Will Review Today

Research completed in February

2015 - conducted by the

Organizational Intelligence

Institute


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Much is Known About Employee Engagement


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It Doesn’t Add Up!

4 in 5 senior leaders consider employee engagement to be a risk factor for business

Only 1 in 10 senior leaders are highly engaged and willing to go the extra mile for their organizations


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RESEARCH, SURVEYS &



Who Has the Greatest Impact


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The Ripple Effect

Consider The Ripple Effect


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And Then There’s This Stat…

75% of people voluntarily leaving their

jobs don’t quit their jobs they quit their

bosses.


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Some Symptoms Include…

Uninspiring

Burnt Out Team

Complaints from other teamsDon’t Help

Others

Undermine Performance of

Others

Unavailable or Checked Out

High Turnover

Lack Enthusiasm or

Resigned


EFFECTIVENESS

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Symptoms Translated to Business

Impact

Profit

Market Share

Productivity

Revenue

Sales Growth

Customer Satisfaction & Loyalty

Quality

Bad

Press


EFFECTIVENESS

RESEARCH, SURVEYS &



When is Leader Engagement

Unhealthy

• Micromanagement

• Incompetent

• Taking on too much, not delegating

• Friend vs. Leader


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DO YOU KNOW OF ONE?


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It’s All In Fun, Maybe!


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The Transformation


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The Balanced Leader

The Balanced Leader


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It’s All About the Skills?


EFFECTIVENESS

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The Business Conversation

• What matters to the business

• Engaging executives

• Gather data

• What should be measured

• A plan for improvement/change

• Cost vs. Benefit


EFFECTIVENESS

RESEARCH, SURVEYS &



Let’s Dig into The Research


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Underlying causes of leader disengagement

The survey representing 29 different industries

Approximately 53% of all participants were Director-level or above

with over 20 years experience on average

Research InsightsLeader Engagement Survey


EFFECTIVENESS

RESEARCH, SURVEYS &



People Manager & Organizational Leader

PEOPLE MANAGER

• First-line manager/supervisor

• Single team of direct reports

• Scope of role (small/moderate

with a specific charter)

• Decision rights and fiscal

authority limited

ORGANIZATIONAL LEADER

• Leader of managers

• Large business unit/function

• Scope of role (large and

complex)

• Decision rights and fiscal

authority broad (P&L)


EFFECTIVENESS

RESEARCH, SURVEYS &



Moving the Needle on EngagementThe Most Challenging Groups Are…?

THIS PRESENTS A SIGNIFICANT BUSINESS CHALLENGE WHEN YOU

CONSIDER THE HIGH COST OF DISENGAGED LEADERS


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LEARNING AND DEVELOPMENT SOLUTIONS PLAY A CENTRAL ROLE IN

ADDRESSING LEADER ENGAGEMENT AND DISENGAGEMENT

Rank Most Frequently Prescribed Strategies and Solutions %

1 Leadership development/training 34.0%

2 Core values – communication 31.4%

3 Strategy, goals, and objective alignment 30.8%

4 Employee communication improvements 26.4%

5 Employee/learning and development opportunities 25.8%

6 Coaching 24.5%

7 Career paths for people managers and individual contributors 17.6%

*Participants were permitted to select up to five areas of focus (i.e., strategies and solutions) from a list of 39

Most Frequently Prescribed SolutionsLeader Engagement Survey


EFFECTIVENESS

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1. Trust and integrity

2. Nature of the job

3. Line of sight between individual

performance and company

performance

4. Career growth opportunities

5. Pride about the company

6. Employee development

7. Personal relationship with one’s

manager

8. Coworker/team members

9. Pay fairness

10. Personal influence

11. Well-being

Source: The Conference Board – Gibbons, 2006; Ray, Powers, & Stathatos, 2012

What are the Drivers of Engagement?The Conference Board


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Rank What Matters Most for High-Potential Leaders %**

1 Organizational leadership opportunities 46.5%

2 Advancement & promotion opportunities 40.3%

3 Compensation (base pay, bonuses, commission) 39.0%

4 Organizational culture 37.1%

5 Job fit (the job fits your skills, interest, preferences, and personality) 34.0%

6 Line-of-sight between individual performance and company performance * 32.1%

7 Trust & integrity in the leadership * 28.9%

8 Learning and development opportunities * 28.3%

9 Relationship with immediate manager/leader * 24.5%

10 Recognition 22.0%

11 Executive visibility 20.1%

12 Company growth and performance 18.2%

13 Decision making authority/decision rights 16.4%

14 Collaborative/team work environment 14.5%

15 Access to budget/fiscal resources 12.6%

**Participants were permitted to select up to ten drivers from a list of 46.

What Matters Most?High Potential Leaders

Primary

Drivers

Secondary

Drivers


EFFECTIVENESS

RESEARCH, SURVEYS &



Primary

Drivers

Secondary

Drivers

Rank Respondents with C-Level Aspirations and High Achievement/Ambition %**

1 Organizational leadership opportunities 53.7%

2 Advancement and promotion opportunities 49.3%

3 Compensation (base pay, bonuses, commission) 46.3%

4 Executive visibility 41.8%

5 Decision making authority/decision rights 38.8%

6 Job title (EVP, VP, director) 34.3%

7 Job fit (the job fits your skills, interest, preferences, and personality) 31.3%

8 Risk taking 29.9%

9 Company reputation/prestige/brand 26.9%

10 Personal brand opportunity 23.9%

11 Organizational structure 19.4%

12 Personal influence 17.9%

13 Organizational culture 14.9%

14 Learning and development opportunities 13.4%

15 Recognition 10.4%

**Participants were permitted to select up to ten drivers from a list of 46.

What Matters Most?“Aspiring Leaders”


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RESEARCH, SURVEYS &



Differentiating Strategies and Solutions


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1. Segment your leadership talent

2. Develop analytics capabilities

3. Measure leader engagement

4. Avoid a “one-size-fits-all” approach

5. Identify your disengaged leaders fast

Call to ActionWhat does it all mean and what to do about it?


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RESEARCH, SURVEYS &



The top 20% The middle 70% The bottom 10%

Customize and Reward Maximize the Middle Manage Up or Out!

ENGAGED

LEADERS

• Develop skills

• Scope and complexity of role

• Rewards and recognition

• Provide coaching

• Provide stretch assignments

• Develop hidden strengths

• Mentor and provide feedback to

help them grow faster

• Clear performance

expectations and

measures

• Consistent performance

feedback

DISENGAGED

LEADERS

• Management fit

• Organizational structure

• Tools and resources

• Provide development

• Comp and Title

• Visibility

• Decision Making

• Opportunities

• Manage out

“A” Players “B” Players “C” Players

Solutions by Leadership Talent


EFFECTIVENESS

RESEARCH, SURVEYS &



1. Segment, segment, segment!

2. Measure and pinpoint the hidden causes of

disengaged leadership

3. Build programs that develop individual leadership

skills and capabilities to maximize leader

engagement and performance

3 Things You Can Do


EFFECTIVENESS

RESEARCH, SURVEYS &



Stacy L. Shamberger

Executive Vice President Skyline Group

[email protected]

mailto:[email protected]


EFFECTIVENESS

RESEARCH, SURVEYS &



To get a copy of the Leadership

Driver’s Research…

Drop your card off with Annie and we’ll make

sure you a free copy e-mailed to you

LWHRA Annual Symposium 2016

Leadership & Management

Transcript of LWHRA Annual Symposium 2016