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IABC 2012 Heritage Region Conference Oct.

15, 2012

How Engaged are Your Managers? Hard Metrics and Real Practices to Get Them in the Game Linda Dulye, president/founder, Dulye & Co.

Dulye & Co. Spectator-Free Workplace


Employee Engagement

2-Way Communications

Pulse Check Measurement

Leadership Development

Dulye & Co. 2012

Post-Conference Resources at Dulye.com Case studies Articles Research Podcasts Polls Tool kits

Available when you want them at dulye.com


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What Fuels a HIGH IMPACT Workplace?

Engagement

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Engagement = No Spectators An informed and involved workforce that drives excellence and makes an impact.

Continuous improvement focus!


Better today than yesterday, Better tomorrow than today. Everyone contributes.

Poor
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Good

Great
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What Well Discuss Today

State of Engagement Game Plan for Engaging Managers Keeping Managers in the Game
Real practices Hard metrics Case study supported

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State of Engagement: Todays Workplace

of US workers are not fully engaged in their work.


2012 Towers Watson study

63%

Why? Whats causing the disconnect?


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Root Cause

Apart vs. A part


Renter or Owner of your organization
Which delivers maximum impact?
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Hard Metrics for Managers: Poll Question

Do I make time to be with my employees?


A. I spend at least 30 mins/day to check in with them. B. I spend 30 mins/week to check in with them. C. I didnt spend any time this week.
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Dulye & Co. Research: Reality Check

Manager spends at least 30 mins/day with employees


Manager responses

73%

Big Disconnect
Employee responses

18%
0% 25% 50% 75% 100%
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Starting Now! A New Role for Your Managers

Connector in Chief

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Biggest Challenge for Every Manager

Ensure employees are engaged and productive.


Whats Keeping Leaders Up at Night 2012/2011 study: #1 Response
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You Agree: Dulye & Co. 2013 Workplace Trend Poll Top challenges on your professional radar screen for 2013

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Connector in Chief Role: Key Communicator Task


Know the big picture

Responsibilities
Be informed/stay informed about the organizations strategic plan, goals and performance.
Help team members understand strategy, goals, and performance expectations. Provide context for change and decisions. Through 2-way communication techniques, surface and listen to different views and voices. Respond to and act on feedback. Followup and follow through!

Interpret and translate operational/ organizational requirements Facilitate dialogue

Give direct feedback

Stay the course


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Be accountable/stay accountable.

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Hard Metrics for Managers: Poll Question

Do I get out in my employees work areas?


A. Yes. I take a daily walk around work areas. B. I try to do it at least once a week. C. Im too busy.
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Manager as Connector in Chief

Connection Game Plan

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4R Model for Effective Communication & Connections

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4R: Relay

Relay:

the channel of choice to connect with others.

Direct. Purpose-driven. Interactive.

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Direct Connections Deliver Big Dividends

For every gain in an executives time spent with at least one (company) insider, productivity advances

1%

2.14%.
2011 Harvard Business School research, What Do CEOs Do?

Over 100% return on investment!


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Discussion: How Do Managers Connect?

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Exercise: Manager Relay Plan


WHAT HOW WHO WHEN WHY

STAFF MEETING

Face-toface, Conference room

Direct reports

Weekly

Status programs, Share information

?
Great discussion tool with managers.
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Reassess Relay Selection What Do I Want to Achieve?


Increase team knowledge about Get team members to share information about. Make a decision about

Purpose

Outcomes

Greater understanding Better teamwork Better morale

Driven by purpose, not routine.


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Dial Up Direct Presence

Other

Email

Face to Face

Voice to Voice
Greater presence increases the impact potential.
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Increase Interactivity: Talk With Vs. Talk At OUTGOING (cascade messages)

Cycle

INCOMING (feedback)

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Establish a Relay Rhythm

Avoid stop / starts Establish formal schedules Have a back-up plan Empower others

Consistency Matters

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4R: Relate

Relate:

make messages clear, focused and meaningful for others.

WIIFM (Whats In It for Me) Factor.

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Exercise: How Do You Fuel Manager Knowledge? Topic


Company/Organization Department Other Departments/Divisions Customers Competitors Industry

Resource

What can you do to increase your management teams knowledge? The better informed they are, the better informed employees can be.
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Blended Approach to Effective Messages

CONTENT
(Company supplied)

CONTEXT
(Manager supplied)

WE
ME
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4. Nail Model: Prioritize, Personalize, Package MessageYour Message

Content: Prioritize information


(the KEY message)

+
Context: Personalize with 2-3
proof points/examples

+
Connection: Package by
tying goals
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Change from reporting the facts TO telling a story

Purposeful and meaningful. No fluff!


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Exercise: Give Meaning to Messages

Content

I had the opportunity to participate in the IABC 2012 Heritage Region Conference earlier this week.

Context
Connection
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4R: Receive

Receive:

tune in to others through listening and direct feedback.

Be a sponge.

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Research: What Listening Skill Matters Most?

Someone who follows up with questions Someone who doesn't interrupt Someone who maintains eye contact Other
Dulye & Co./ Fox Poll May 2012

47%

34%

16%

3% 0% 50% 100%

Questions demonstrate interest.


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Hard Metrics for Managers: Poll Question

Do I ask questions that get employees to talk with me?


A. Yes. I spend more than half of the time listening. B. I ask questions, but people arent quite so open. C. I tend to do most of the talking.

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Practice Inquiry: Be a Sponge


Open-Ended Questions Invite unfiltered feedback beyond yes or no Open the door to learning (Whats one thing we can do to improve) Closed-Ended Questions Deliver brief, specific answers

Wrap up a discussion (Can we move on?) or quickly calibrate (Do you agree?)
What can you learn from AND about others?
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4R: Respond

cement the connection by acknowledging and applying feedback. Say. Do. Lead with action.

Respond:

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Response Triggers

Say = Words Do = Actions


Both send messages. But not equally.
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Actions Speak Louder Than Words

VISUAL (DO!)
(How you follow-through/actions)

3V Impact
50% 40% 10%

V V

OCAL (Say)

(How you sound/tone)

ERBAL (Say)

(What you say/words)


Source: International Association of Business Communicators

Progression of judgment .
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Keeping Managers in the Game

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Track and Measure Manager Engagement

Accountability Interactivity Impact


What gets measured, gets done! Bring measurement rigor to engagement practices.
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Case Study: Remember that Rolls Royce Story


Serious consequences for no accountability: Trust and credibility evaporate/ Morale sinks. Week 3 Week 5 Walk the Talk Scoreboard Manager Accountability
Mary Barron Tom Miller Marion Spencer Michael Phillips Chris Arielini Chip Copeland John Bulson Catherine Potter Lester Nakasian Aaron Steiger Red = Incomplete
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Yellow = Late complete

Green = Complete 40

Week 6

Week 1

Case Study: Measured Interactivity

Outgoing vs. Incoming

300% reduction in talk at! 300 % increase in listening!


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Hard Metrics for Managers: Poll Question

Do I learn from what I hear and use it on the job?


A. Yes. The feedback helps me gain more insight into our people and our company. B. Occasionally some information is shared that is helpful to me in the company. C. This is a waste of time.
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Case Study: Measured Impact

Talk

Apply

Walk

Find ah-has every day


Goal 1
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Learn

Goal 2

Goal 3
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Case Study: Demonstrate Impact

Metric
Operational Excellence Program Excellence

Means

Results

Error reduction Increased cost idea exchange savings (intra team) Member poll Cross-team tiger team (inter team) Increased membership

Use simple scorecards to show the value of manager and team engagement.
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Make Engagement an Operational Staple Team Engagement Metrics Operations Scorecard

Interactivity Knowledge Innovation Teamwork Morale


Manager discussion at every operational performance review.
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Next Steps

Call to Action

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Summary: Expectations for Connections Growing!!!

The average college student contacts his/her parents:

times a day

/7

days a week

Changes in communication technology have upped the ante for manager engagement.
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Summary: Build Some Momentum

Share what youve learned Identify a partner to pilot Get hard data Set a few goals Activate a game plan Track and expand

Renters? Owners? Change the investment level of your management team to maximize impact.
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Hard Metrics for Pilot: Poll Question

Assess after 3 months.

Am I getting better as a leader? Are we getting better as a team?


A. Yes. Silos are coming down. People are sharing more information and working together better as a team. B. Its still a struggle, but occasionally there are some successes. C. Nothing has changed.
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Spectator-Free Workplace

The contents of the presentation are considered proprietary to Dulye & Co. Any reproduction or disclosure requires the consent of Dulye & Co. For more information, please contact Liz Smithers, Executive Assistant, at 327-733-1144, lsmithers@dulye.com.

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