Reflections on First, Break ll th R l L d hiall the Rules: Leadership

Skills for Building a Dynamic W kfWorkforce

Francis L. Battisti R-LCSW, PhD

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Di lDisclosures• Francis L. Battisti R-LCSW, PhD, is

President/CEO of Battisti Networks, PLLC. The conflict of interest was resolved by peer reviewconflict of interest was resolved by peer review of slide content.

• Clinical trials and off-label uses will not be discussed in this presentationdiscussed in this presentation.

N Ch ll R i NNew Challenges Require New Thinking First

“The world we have made as a result of the level of thinking we have done thus farlevel of thinking we have done thus far, creates problems we cannot solve at the same level of thinking at which we createdsame level of thinking at which we created them.”

~Albert Einstein

Objectives

• To review research questions and assess the key lessons to be learned from each.

• To evaluate research findings from the Gallup Organization’s strengths studyOrganization s strengths study.

• To understand and link the research findings to practical g pbusiness/management applications.

Cost of Focusing on Weaknesses

• Inappropriate and biased view of human nature and the human condition – selective abstraction and over-generalizing.

• Focus on weaknesses, problems, and illness restricts psychology’s focus and forgoes the possibility of makingpsychology s focus and forgoes the possibility of making rapid scientific progress in unexplored fields.

P h l h b b tt d f k• Psychology has been better prepared for weakness fixing and has not been prepared for strength identification and enhancement.

Today’s Management Challenges

• Selecting and retaining quality staff

• Morphing changep g g

• Effective communication

• Efficient & effective staff training

• Customer / patient satisfaction

• Tracking outcomesg

• Controlling benefit and disability costs

Today’s Management Challenges

• Doing more with less – i.e. efficiency & effectiveness

• Focusing on what worksFocusing on what works (outcomes vs. process)

• Building resiliency & empowering clients

• Self care• Self-care

• Keeping quality relationships at the center

Cost of Turnover

• Turnover is expensive (from $4,000 up to 150% of annual salary)

• Consumes as much as 40% of annual profits

• Low turnover companies invest twice as much on training th ith hi h tas those with high turnover

Getting a Handle on Turnover

• Strong relationship between job satisfaction and turnover

50% of job satisfaction is q alit of relationship ith• 50% of job satisfaction is quality of relationship with manager

• Rewards don’t have to be monetary

• Formal communications help reduce turnover

Bottom line…It’s about relationships

Resiliency Under Stress. . .

Our health and well-being is closely related to our ability to…

• -be flexiblebe flexible• -keep perspective• -stay focused on what’s important• -take care of ourselves• -stay connected• stay active• -stay active

Bottom line…it’s about relationships & attitude

What were up against. . . Ch

Demands

P

Change

TechnicalTechnicalCompetenciesCompetencies

Pressures

CompetenciesCompetenciesRules

Conflict

ExpectationsStressors

Our Collective Challenge“Being effective as individuals and organizations is no longer g g goptional in today’s world – it’s the price of entry to the playing field. But surviving, thriving, innovating, excelling and leading in this new reality will require us to build on and g y qreach beyond effectiveness. The call and need of a new era is for greatness. It’s for fulfillment, passionate execution, and significant contribution”.g

“To find your voice and inspire others to find theirs”

Covey S (2004) The 8th Habit: From Effectiveness to Greatness Free Press NYCovey, S. (2004) The 8 Habit: From Effectiveness to Greatness. Free Press, NY.

The Study

• The Gallup Organization (2 research studies)

• 80 000 managers from over 400 companies80,000 managers, from over 400 companies

• 25 year study

• Over 1,000,000 employees surveyed

M th St th fMeasure the Strength of your Company and its Managers

THE BIG 12 1. Do I know what is expected of me at work?2. Do I have the right materials and equipment I need to do my work right?3 At k d I h th t it t d h t I d b t d ?3. At work, do I have the opportunity to do what I do best every day?4. In the last seven days, have I received recognition or praise for doing good

work?5. Does my supervisor, or someone at work, seem to care about me as a person?5. Does my supervisor, or someone at work, seem to care about me as a person?6. Is there someone at work who encourages my development?7. At work, do my opinions seem to count?8. Does the mission/purpose of my company make me feel my job is important?9 Are m co orkers committed to doing q alit ork?9. Are my co-workers committed to doing quality work?10. Do I have a best friend at work?11. In the last six months, has someone at work talked to me about my progress?12. This last year, have I had opportunities at work to learn and grow?y pp g

Fo r B siness O tcomesFour Business Outcomes Correlate to The Big 12

• Productivity 10 of 12

• Profitability 8 of 12

• Employee Retention 5 of 12

• Customer Satisfaction

Most Powerful QuestionsDo I know what is expected of me at work?• Do I know what is expected of me at work?

• Do I have the materials and equipment I need to do my work right?g t

• Do I have the opportunity to do what I do best every day?

• In the last seven days, have I received recognition or praise for good work?

• Does my supervisor or someone at work seem to care about• Does my supervisor, or someone at work, seem to care about me as a person?

• Is there someone at work who encourages my development?g y p

Order of the QuestionsOrder of the QuestionsGetting great at what you do

• The SummitYes to all

12 Questions

• How can we all grow?Questions11 to 12

• Do I belong here?Questions7 to 10

• What do I give?Questions 3 to 6

• What do I get?Questions 1 & 2

Conventional Wisdom

vs.

Great Managers

The Great Manager

Catalyst: The ability to do four key activities really well.

Th B t MThe Best Managers Do and Don’t

• The best managers reject conventional wisdom.

• The best managers treat every employee as an individual.

• The best managers never try to fix weaknesses; instead they focus on strengths and talent.

• The best managers know they are on stage every day. They know their people are watching every move they make – and utilize this self-awareness to promote better performance by themselves and their employees.

• Measuring employee satisfaction is vital information for your investors.

• People leave their immediate managers, not the companies they work for. p g , p y

The Best ManagersThe Best ManagersMeet Employee Needs

• Knowing what is expected of the employee at work –and clearly communicating that to the employee.

• Giving him/her the equipment and support to do the work right.

• Answering his/her basic questions of self-worth and self-esteem by giving praise for good work.

• Genuinely caring about his/her development as a personperson.

G t MGreat Managers Four Core Activities...The Four Keys

• Select the Person

• Set Expectations

• Motivate the Person

• Develop the Person

The First Key:Conventional Wisdom Says:

1. Select a person. . . Based on his experience, i t lli d d t i tiintelligence, and determination.

2. Set expectations. . . By defining the right steps.

3. Motivate the person. . . By helping him identify and overcome his weaknessesovercome his weaknesses.

4. Develop the person. . . By helping him learn and get t dpromoted.

The First Key:

“People don’t change that much. Don’t t ti t i t t i h twaste your time trying to put in what

can be left out. Try to draw out what l f i Th i h d h ”was left in. That is hard enough.”

Source: First, Break All The Rules, Marcus Buckingham, Curt Coffman

Th Fi t KThe First Key:Great Managers

• Select the Person- Select for TALENT- Not simply experience, intelligence or determination

• Set Expectations- Define the right OUTCOMES- Not the right steps g p

• Motivate the Person- Focus on STRENGTHS

Not on weaknesses- Not on weaknesses

• Develop the Person - Find the RIGHT FIT- Not simply the next rung on the ladder

Th Fi t KThe First Key:Elements of Performance

• TALENTS- Cannot be taught- 4-time highways of your mind- Recurrent patterns of thought feeling or behavioural- Recurrent patterns of thought, feeling or behavioural- Difficult to transfer

• SKILLS- Can be taught by breaking total performance into stepsCan be taught by breaking total performance into steps- “How to do” of a role- Transferable

• KNOWLEDGE- Can be taught- What you are aware of- Factual knowledge – things you know- Experiential knowledge – understandings picked up along the way

T f bl- Transferable

The First KeThe First Key:Three Kinds of Talent

• Striving talents - why

• Thinking talents - how

• Relating talents who• Relating talents – who

The First Key:

Know what talents you are looking for

Study your best peopleStudy your best people

Th Fi t KThe First Key:How To Define Your Talents

Talent Management is the strategic and deliberate focus on sourcing, attracting, selecting, training, developing, promoting and moving employees through an organization. Every aspect of the organization needs to be driven with a focus on creative sustained efforts atbe driven with a focus on creative, sustained efforts at recruiting and retaining quality staff.

They define your talent as: “a recurring pattern of thought, feeling or behavior that can be productively applied ”applied.

Th S d KThe Second Key: Define the Right Outcomes

• Define the right outcomes

• Let the person find their own route• Let the person find their own route

• You must trust your people

Th S d K“Forcing your employees to follow required steps only

The Second Key:

prevents customer dissatisfaction.

If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there.

Instead, you must select employees who have the talent to listen and to teach, and then you must focus them towards simple emotional outcomes like partnershiptowards simple emotional outcomes like partnership

and advice.

If you manage to do this, it is something that is very hard to steal.”

Th S d KThe Second Key: Define the Right Outcomes

• Define the right outcomes

• Let the person find their own route• Let the person find their own route

• You must trust your people

Th S d KThe Second Key:How do you know if the outcomes are right?

• What is right for your customers?What is right for your customers?

• What is right for your company?

• What is right for the individual?

Th Thi d KThe Third Key: Focus on Strengths

• Spend most of your time with your best people.

• Don’t try to fix weaknesses (non-talents)

• You can fix skills and knowledge

• Casting is everything

Th Thi d KThe Third Key:Let them become more of who they already are

• Focus on each person’s strength and manage around his weaknesses.

•Don’t try to fix the weaknesses.

• Don’t try to perfect each person.Don t try to perfect each person.

• Focus on each person’s strength and manage around his weaknesses.

•Do everything you can to help each person cultivate his talents.

•Help each person become more who he already is.

Th F th KThe Fourth Key: Find the Right Fit

• Careers should NOT follow a prescribed path

• The Peter Principle

• Create heroes in every role

• Broadband salaries – your employee can earn more than you!

Th F th KThe Fourth Key:A Great Company Culture

• Break the grip of conventional wisdom

• Keep the focus on outcomes

f• Value world class performance in every role

• Study your best• Study your best

• Teach the language of great managersTeach the language of great managers

Th G ll P th tThe Gallup Path to Business Performance

Stock IncreaseReal Profit Increase

Sustainable Growth

Loyal EngagedLoyal Customers

Engaged Employees

1 2 3 4 5 6

Great ManagersThe Right FitIdentify

Enter Here

9 10 117 8 12

Identify Strengths

Being Change Agents

• Resilience to deal with unexpected and/or uncontrollable change

• Initiating change

• Anticipating and preparing for change

• Coping with change

• Morphing vs. Episodic change

Dominant Model Staff Development

• There are certain skills required to be successful the organization or a particular job.

• At entrance, we need to measure abilities in those skills.

• In order to achieve success, staff need to spend most of their time working on their areas of weakness.

Weakness Fixing. . .

• All behaviors can be learned– If you try hard enough, you can do it!

If o ant it badl eno gh o can get it!– If you want it badly enough, you can get it!– If you dream it, you can achieve it!

• The ‘best’ in a role, all get there in exactly the same way

• Weakness fixing leads to success

• The goal is to become well-rounded

Reactive Risk Models

• Focus on theories of failure

Foc s on adaptation/reaction to life conditions• Focus on adaptation/reaction to life conditions

• Diathesis-stress explanationsDiathesis stress explanations

• Focus on buffers and protective factors p(e.g. shielding someone from harsh realities or weakens

its impact)

Three Types of Employees

E d l k ith i d f l• Engaged employees work with passion and feel a profound connection to their company. They drive innovation and move the company forward.

• Not engaged employees are essentially “checked out.” They are sleepwalking through their workday, putting ti b t t i i t th i ktime – but not energy or passion – into their work.

• Actively disengaged employees aren’t just unhappy at• Actively disengaged employees aren t just unhappy at work; they are busy acting out their unhappiness. Everyday, these workers undermine what their engaged coworkers accomplishcoworkers accomplish

Proactive Mastery Models

• Focus on agency – exerting control over one’s own functioning and taxing environments.

• Enables persons with personal resources to select and structure their environments in ways that set a successful course for their lives.

A th t l l ti l i th i• Assumes that people play a pro-active role in their adaptation.

Theoretical Perspective

• Strengths perspective has a theoretical foundation that is closely linked to and exemplified by the Positive Psychology perspective.Psychology perspective.

• This perspective begins with what is positive and normal about people — rather than focusing on their deficiencies.

• This perspective also focuses on the environmental conditions of fostering positive characteristics and well being.

Strengths Philosophy

“Individuals gain more when they build th i t l t th h th kon their talents, than when they make

comparable efforts to improve their areas of weakness.”

*Source: Clifton,D. O., and J. K. Harter. 2003. “Strengths Investment.” In Positive Organizational Scholarship, edited by K. S. Cameron, J. E. Dutton, and R. E. Quinn. San Francisco: Berrett-Koehler, 111–121.

The Strengths Perspective

“You start seeing people in terms ofYou start seeing people in terms of who they are ... rather than in terms of

who they aren't ”who they aren t. . .

*Source: Chip Anderson, 2000.

Ch ll fChallenges of a Strengths-Based Approach

• Many people are unaware of their strength.

They may resist exploring their strengths for fear they don’t have• They may resist exploring their strengths for fear they don’t have any.

S• Some people are convinced they must overcome weaknesses in order to succeed.

• People may have been criticized for their strengths and may actually believe they are weaknesses.

• Focusing on strengths may seem too “prideful” to some people.

Strengths Building

• Some behaviors can be learned. Many are nearly impossible to learn. There is a difference between talent, skills, and knowledge.skills, and knowledge.

• The best in a role deliver the same outcomes, but use different behaviors.

W k fi i t f il St th b ildi• Weakness fixing prevents failure. Strengths building leads to success.

• The goal is to achieve excellence.

Strengths-Based Leadership

• Know yourself and your strengths

Lead ith o r strengths• Lead with your strengths

• Spend most of your time ‘getting the right people on theSpend most of your time getting the right people on the bus’

• Identify the strengths of your team

Strengths-Based Leadership

• Encourage your team to develop and apply their strengths to the work at handstrengths to the work at hand

• Set stretch goals and empower team members to reach those goals in a way that allows them toreach those goals in a way that allows them to capitalize on their strengths

“The greatest opportunity for growth is in your greatest area of strength.”

B ki h & Clift 2001~ Buckingham & Clifton. 2001

Th St d d fThe Standards of a Strengths-Based Leader

• The capacity to pull people together based on p y p p p gtheir strengths to get an important job done

• The growth and development of your followers

Theoretical PerspectiveThe SQ Program is based on six principles Q g p p

of human nature and behavior*

1 You have a group of talents within you1. You have a group of talents within you.

2. Your greatest talents hold the key to high achievement success and progress at levelsachievement, success, and progress at levels of personal excellence.

3 B i f t l t b ild3. Becoming aware of your talents builds confidence and provides a basis for achievementachievement.

*Anderson, Edward C. (2004). StrengthsQuest: Curriculum Outline and Learning Activities. Princeton, NJ: Gallup Organization

Theoretical PerspectiveThe SQ Program is based on six principles Q g p p

of human nature and behavior*

4 Learning how to develop and apply strengths4. Learning how to develop and apply strengths will improve your levels of achievement.

5 Each of your talents can be applied in many5. Each of your talents can be applied in many areas including relationships, learning, academics, leadership, service, and careers.academics, leadership, service, and careers.

*Anderson, Edward C. (2004). StrengthsQuest: Curriculum Outline and Learning Activities. Princeton, NJ: Gallup Organization

Theoretical PerspectiveThe SQ Program is based on six principles Q g p p

of human nature and behavior*

6. As you develop and apply strengths, your achievements will increase and you willachievements will increase and you will experience greater and more frequent successes.successes

*Anderson, Edward C. (2004). StrengthsQuest: Curriculum Outline and Learning Activities. Princeton, NJ: Gallup Organization

Research shows…

• Only 16% of the U.S. workforce is actively engaged at work and believe they are doing what they do best.

• 52% of the U.S. workforce is currently NOT in a job that is a good fit for them.

• Morale, teamwork, productivity, energy and commitment all improve when we are engaged in our work.

*Source: The Gallup Organization

Fi P ti f E lFive Practices of Exemplary Leadership

1. Model the way– Find your voice

S– Set the example

2. Inspire a shared vision– Envision the future– Enlist others in a common vision

3. Challenge the process– Search for opportunities– Experiment and take risks

The Five Practices of Exemplary Leadership, Revised. James M. Kouzes, Barry Z. Posner

Fi P ti f E lFive Practices of Exemplary Leadership

4. Enable others to act– Foster collaboration– Foster collaboration– Strengthen others

5 Encourage the heart5. Encourage the heart– Recognize contributions– Celebrate values and victoriesCelebrate values and victories

The Five Practices of Exemplary Leadership, Revised. James M. Kouzes, Barry Z. Posner

Plan of ActionSummarize this experience (New skills information perceptions)Summarize this experience (New skills, information perceptions)

Application (home work etc )Application (home, work, etc.)

Plan of ActionMoving Forward

Assistors Resistors

Specific ActionsSpecific Actions

24 hrs 7 days 1 month

Start

StopStop

ContinuePISANO FRIENDLY CARING CONSTRUCTIVEPISANO - FRIENDLY, CARING, CONSTRUCTIVE

Th B lThe BalanceAfter he had journeyed, And his feet were sore, And he was tired, He came upon an orange groveHe came upon an orange grove And he rested. And he lay in the cool, And while he rested, he took unto himself an orange and tasted it, And it was good. And he felt the earth to his spine, p ,And he asked, and he saw the tree above him, and the stars, And the veins in the leaf And the light, and the balance, And he saw magnificent perfection, Whereon he thought of himself in balance, A d h k hAnd he knew he was. And he thought of those he angered, For he was not a violent man, And he thought of those he hurt, For he was not a cruel man And he thought of those he frightenedAnd he thought of those he frightened For he was not an evil man, And he understood. He understood himself. Upon this he saw that when he was of anger or knew hurt or felt fear, It was because he was not understanding, g,And he learned compassion. And with his eye of compassion He saw his enemies like unto himself, And he learned love.

~ Graeme Edge

Q i ?Questions?

Ph: (607) 770-1355 / (800) 210-5221E-mail: francis@battistinetworks.com