As An Engagement Tool
Is There a Link?
COACHING ENGAGEMENT
Positive Feedback Increases Engagement!
ENGAGEMENT
FEEDBACK
Negative Feedback Can Decrease Engagement!
ENGAGEMENT
FEEDBACK
No Feedback (Ignoring) Hurts the Most!
ENGAGEMENT
Here’s Another Connection
“My supervisor focuses on my strengths or
positive characteristics”
“My supervisor focuses on my weaknesses or negative
characteristics”
“My supervisor ignores me no matter what I do”
30% - Engaged 50% - Not Engaged 20% - Actively Disengaged
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And That Touches Your Customers
EMPLOYEE ENGAGEMENT
- 22%
EMPLOYEE RETENTION
- 26%
CUSTOMER RETENTION
- 10 PTS
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1. Doing what you love / Working from your strengths
2. Staying aligned with your values
3. Coaching that matters
4. Being part of meaningful work
5. Making progress towards something relevant
6. Believing in linkage between effort and reward
7. Having opportunities to learn and grow
Engagement Drivers
Strengths: We Aren’t Wired to Look for Them
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A Word about Tiger’s Weakness
GOLF
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Stop Trying to “Fix” Strengths!
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We see this…
…and “fix” it!
Let’s Say DANCING Were a Strength…
-5 Elaine Benes
+5 Fred Astaire
How will you dance after
5 years of dance lessons?
0 Average
The “Illiterate” Employee…
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“Everybody is a genius.
But if you judge a fish by
its ability to climb a tree,
it will live its whole life
believing that it is stupid.”
Do-It-Yourself Strengths Finding…
1. What part of your role do you MOST enjoy?
2. What part of your role do you LEAST enjoy?
3. What TOP SKILLS do you apply at work most of the time?
4. What TOP SKILLS do you have but do not apply at work?
5. What would you do more of at work if you could?
6. What makes you come alive?
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Values: How You Agree to Operate
1. Innovation 2. Quality 3. Community 4. Storytelling 5. Optimism 6. Decency
1. Communication
2. Respect
3. Integrity
4. Excellence
ENRON
1. Warrior Spirit
2. Servant’s Heart
3. Fun-LUVing Attitude
4. Work the Southwest Way
1. Safety 2. Respect 3. Excellence 4. Courage 5. One Team
BP
1. Responsibility
2. Sustainability VOLKSWAGEN
Who You Are
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Alignment: Out of Synch
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Think of a time you were asked to act outside of your values. How did you feel?
Ever Been Out of Alignment with your Values?
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Panera Manager Fired After Knocking Out Ex-Employee Who Attacked Him
A hulking manager for a
Gramercy Park Panera Bread
franchise attacked a subordinate
Wednesday, knocking her to the
ground with two teeth-
chattering haymakers as
onlookers begged him to stop…
Value #1: No Jerks. Our relationships are based on respect & honesty.
Value #2: Platinum Rule. We form a connection through our authenticity & service.
Value #3: No Shortcuts. We get the tough stuff done with optimism & mastery.
Value #4: Profit = Possibilities. Profit sustains the growth of our concept & our people.
Live Connected to Your Very Best Values
v
“I don’t have time”
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So Why Don’t We Coach More Often?
“I did it already”
“That’s not my job” “I don’t know how”/
or “It’s really hard!”
v
1. Our brains strive to minimize danger / maximize reward
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Understanding Our Brains
Away from Threat Toward Reward
2. Our brains process threats faster than rewards
---------------------------------------- --------------------------
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Remember Threats and Fears?
v Pain
Death
The Unknown Failure Job Loss
Ridicule Loneliness Rejection
v
1. Our brains strive to minimize danger / maximize reward
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Understanding Our Brains
Away from Threat Toward Reward
2. Our brains process threats faster than rewards
3. Our brains hold a Negativity Bias
558 emotion words in English; 62% are negative!
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v
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What Threatens or Rewards People?
STATUS
CERTAINTY
AUTONOMY
RELATEDNESS
FAIRNESS
The sharks are any distraction to getting to the island. They can include people with different agendas who row in different directions, or people who use the oars to club each other.
USS SPOONER
The island: where you’re heading, what
you’re trying to achieve.
The person with clarity navigates the ship.
Your Coaching Objective: Get to the Island!
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Most Coaching Opportunities Involve…
1. On-boarding (Nudging in the right direction)
2. Correction (Stopping undesirable behavior cold)
3. Superstar Conversations (Bringing out the best in others)
v
Group Exercise:
What do new team members need to know, feel, and experience?
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Welcome to [insert organization name here]!
v
“When you’re in there, you’re gonna get those rebounds!” “When I put you in, you’re going to make your free-throws, too!” “When you’re out there, you’re gonna hustle just like that!” “When you get in, you’re gonna get back on defense like him!”
Use Current Success to Create Future Success
v
WHEN TO USE CORRECTION—
The behavior/performance is chronic
You know the person is capable of doing
what is asked but won’t do it
The consequence of the behavior
continuing seriously compromises patients,
families, coworkers, the organization, etc.
Your boss and HR have been informed and
are on board with your decision
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Correction: Stopping Behavior Cold
v
Chris has missed several critical deadlines, and it’s hurting your credibility with the executive sponsor and the business leads. It’s time for CORRECTION.
Step 1: State the problem behavior/performance
Step 2: Tell both the general and personal consequence if things don’t improve
Step 3: Outline specifically what you need to see and ask for it to be stated back to you
Step 4: Provide an opportunity for immediate practice and follow up feedback
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Correction: S.T.O.P.!
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How Much Coaching (Feedback) Do People Need?
11:1
2.9:1
1:1
FLOURISHING
The Losada Line
LANGUISHING
Positive to Negative Feedback Ratio
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2014 Boston Consulting Group Report
Appreciation for their work
Good relationships with colleagues
Good work-life balance
Good relationships with superiors
Company’s financial stability
Learning and career development
Job security
Attractive fixed salary Interesting job content
Company values
1.
2.
3.
4.
5.
6.
7. 8. 9.
10.
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University Study
1. MONEY
2. INTERESTING WORK
3. APPRECIATION
4. JOB SECURITY
5. BEING AN “INSIDER”
6. PROMOTION
7. SYMPATHY FOR PROBLEMS
8. WORKING CONDITIONS
9. LOYALTY FROM COMPANY
10. TACTFUL DISCIPLINE
MGRS EES
1 5
5 6
8 1
2 4
10 2
3 7
9 3
4 9
6 8
7 10
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The Most Powerful Way to Show Appreciation
Tangible R+: Cash value
Blended R+: Tangible with social interaction
$3000 or
Social R+: Relational value
v
USE SUPERSTAR CONVERSATIONS WHEN—
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Superstar Coaching
You see a behavior you want to see again
You see improvement in a behavior
You want to encourage a new performer
who is earning autonomy and confidence
You wish to create a high functioning,
engaged team
You practice the Losada Line (2.9:1 – 11:01)
v
You’re working with a new analyst, Sarah, who is stepping up to everything and doing a fantastic job. Specifically, she’s doing a great job with ________. Keep her shining by giving her STAR feedback.
Step 1: State the specific behaviors you saw
Step 2: Tell how much you appreciate it and why it matters
Step 3: Award the accomplishment
Step 4: Reinforce a repeat performance
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Superstar Coaching: S.T.A.R.
v
Turn Symbolic Gestures into Real Results…
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If You Are the Light, Others Will Grow Towards You
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