The Role of the CEO in Building

a High-Engagement Company
Culture

by
Rob Bradshaw & Ruben Chaumont
 Program Of the Session

Part 1 - Introduction to High-Engagement Company Cultures

How can our organizations bring out the best in our people in terms
of engagement, productivity, creativity & synergy?

Part 2 - The Role of the CEO in Building a High-Engagement

Company Culture
…Because HR can certainly not do it alone.

Part 3 - Peer-To-Peer Conversation

 PART 1

Introduction to High-Engagement
Company Cultures
How can our organizations bring out the best in our people in terms
of engagement, productivity, creativity & synergy?
 

Ruben Chaumont
Founder & CEO
Intentional Work Communities
 The Mission of
Intentional Work Communities

We help companies build High-Engagement

Company Cultures to bring out the best in teams
and employees
Go to www.menti.com

Use the code 95 11 35

Vote for your top 3 wishes

People leaders in the Philippines usually tell me:

“I wish my people would…”

 Be More Accountable
 Be More Motivated or Engaged at work
 Take More Initiative – Be More Proactive
 Serve Better their External or Internal Customers
 Be More Productive
 Relate Better with Each Other (Less Conflicts or Tensions)
 Be More Loyal (Less Turn-Over)
 Be Less Absent (Lower Absenteeism)
 Point Point

A B

• Employee • Increased Employee

disengagement & Building of engagement &
low productivity a High- productivity
• Lack ownership, Engagement • Strong sense of
initiative &
proactiveness Company ownership, initiative &
proactiveness
• High turn-over and/or
Culture
• Low turn-over and
absenteeism absenteeism
• Not so great customer • Outstanding customer
service service
Two stories from my 10-Year Journey
focused on high-engagement cultures

Is there a recipe for

employee high engagement?
 
 The idea of
“Empowering Relationship to Work”

Empowering
Relationship to Work
 Transitioning from Command-and-Control to
High-Engagement Company Cultures

Governance &
Management Organizational
Practices Practices 
• Delegation • Objectives setting &
• Role definition 
evaluation
• Recognition • Processes & Decision
• Decision making within
Making
the team Empowering • Organizational
• Work hours Relationship to
structure
arrangements Work
• Promotion system
• Team building • Company internal
communication

HR Practices
• Recruitment
• Careers & development tracks
• Disciplinary policies
• Leadership development programs
• Compensation & benefits
The two questions that I will cover are
therefore:

1. What leads employees to fall and stay

in love with their work?

2. How to transition from a command-and

control to a high-engagement culture?
 PART 1
Introduction to High-Engagement Company
Cultures

1 What leads employees to fall in love and stay in love with

their work?

2 How to transition from a command-and-control to a high-

engagement company culture?
 PART 1
Introduction to High-Engagement Company
Cultures

1 What leads employees to fall in love and stay in love

with their work?

2 How to transition from a command-and-control to a high-

engagement company culture?
What is Positive Psychology ?

Founded by Martin Seligman in 1998,

Positive Psychology is the

« study of the strengths and virtues that

enable individuals, communities and
organizations to thrive » 
 Level of Human Flourishing
+10 Human flourishing and optimal
human functioning
(Self confidence, creativity,
optimism)

Most people
0

Anxiety

Depression

Schizophrenia
-10
Engagement Persistence

Positive Organizational Psychology is the

Science that seeks to answers the question:

“What Brings out the Best in People at

Work?”

Productivity Creativity
Activity: What Brings Out the Best in Me?
Alone
 Think of a time when you performed at your best.
What factors helped you perform at your best? (Ex. Did you have a
boss that believed in you?)

Teams
Share your stories.
Write a summary of the enabling work environment factors.

Everyone
Delegates will be chosen to share their work environment factors
and states.
Human Needs Work Environment Factors
Human Needs Work Environment Factors
Human Needs Work Environment Factors

Physical
Needs
Ability to Renew
& Preserve
Physical Energy

Emotional
Needs
Self-
Confidence,
Mutual Trust,
Psychological
Safety
Human Needs Work Environment Factors

Mental
Needs
Clarity,
Focus,
Autonomy

Spiritual
Needs

Meaning,
Purpose,
Motivation
Human Needs
Physical Needs
Energized,
Ability to Renew
Emotional Needs
Self-Confidence,
Mutual Trust, Psychological
Safety
Mental Needs
Clarity, Focus, Autonomy
Spiritual Needs
Motivation, Meaning,
Purpose
Work Environment Factors
• I have a comfortable work environment
• The project was challenging but we managed to limit the work
hours so we could disconnect and not be exhausted
• My boss believed in my potential
• The team felt like a supportive family
• The feeling of trust around me made that I was not afraid
to fail or make mistakes
• The goals were clear and aligned with the strategy
• It was easy to obtain approvals and take decisions to move
the project forward
• I received precise and helpful feedback from my boss
• The project was completely aligned with where I wanted to
develop myself
• The project really mattered and was an opportunity to
create meaningful impact 22
 Spiritual Needs Physical Needs

Mental Needs Emotional Needs

 Amygdala and Prefrontal Cortex

Openness
Creative Thinking
Strategic Thinking

Survival
Instincts
 Quiz:
What is the employee engagement rate in
the Philippines?
Go to www.menti.com

Use the code 20 85 19

 Only 29%
Of Employees are Engaged at Work in the Philippines

According to a 2014 Study conducted in 142 countries

Source: Gallup. The State of the Global Workplace:

Employee Engagement Insights for Business Leaders
(2013)
 Physical
Distracted, Tired, Energetic, Rested
Irritable

Emotional
Stressed, Insecure, Peaceful, Confident,
Anxious, Joyful

Mental
Confused, Uncertain Creative, Focused,
Sharp

Spiritual
Uninspired,
Apathetic, Inspired, Engaged,
Cynical Enthusiastic
 SPIRITUAL
DIMENSION

PHYSICAL Empowering EMOTIONAL

DIMENSION relationship to work DIMENSION

MENTAL
DIMENSION
 PART 1
Introduction to High-Engagement Company
Cultures

1 What leads employees to fall in love and stay in love with

their work?

2 How to transition from a command-and-control to a

high-engagement company culture?
 Two Key from Companies with High-Engagement
Company Cultures

High-Engagement High-Engagement
Practice 2
Practice 1
Allow your
Allow your employees to feel
employees to utilize part of an exciting
& grow their unique Empowering
Relationship to
journey
Work
talents
Philippines
 What makes
your eyes shine?
Do you know what these Google
products have in common?
The Lawyer that Became an Event High-Engagement People
Manager Management Practice:

“Job Crafting”

The 20% Rule Responsible for Gmail,

AdSense and Google Talk
Who Do You Want
to Become?
 The 6-month
development track
 Two Key Practices from Companies with High-
Engagement Company Cultures

High-Engagement High-Engagement
Practice 2
Practice 1
Allow your
Allow your employees to feel
employees to utilize part of an exciting
& grow their unique Empowering
Relationship to
journey
Work
talents
The vision-alignment
dinner
The Objectives & Key Results
Methodology
 The Pillars of High Engagement
Company Cultures

Governance &
Management Organizational
Practices Practices 
• Delegation • Objectives setting &
• Role definition 
evaluation
• Recognition • Processes & Decision
• Decision making within
Making
the team Empowering • Organizational
• Work hours Relationship to
structure
arrangements Work
• Promotion system
• Team building • Company internal
communication

HR Practices
• Recruitment
• Careers & development tracks
• Disciplinary policies
• Leadership development programs
• Compensation & benefits
 Shifting from Traditional to High-Engagement
Company Culture

Roles only focused on

skills not on signature Role Definition Job crafting
strengths

Promotions and job Career & 6 month development

evolutions are scarce development track

Focused on
operations. No time Vision Sharing Visioning dinners
for Vision

Micro-management Objective Setting Objectives & Key

Results
 Program Of the Session

Part 1 - Introduction to High-Engagement Company Cultures

How can our organizations bring out the best in our people in terms
of engagement, productivity, creativity & synergy?

Part 2 - The Role of the CEO in Building a High-Engagement

Company Culture
…Because HR can certainly not do it alone.

Part 3 - Peer-To-Peer Conversation

 PART 2

The Role of the CEO in Building a

High-Engagement Company Culture
…Because HR can certainly not do it alone.
 

Rob Bradshaw
Country Manager
Cathay Pacific
 Part 2

The Role of the CEO in Building a

High-Engagement Company Culture

…Because HR can certainly not do it alone.

 

Rob Bradshaw
Country Manager
Cathay Pacifc
 Program Of the Session

Part 1 - Introduction to High-Engagement Company Cultures

How can our organizations bring out the best in our people in terms
of engagement, productivity, creativity & synergy?

Part 2 - The Role of the CEO in Building a High-Engagement

Company Culture
…Because HR can certainly not do it alone.

Part 3 - Peer-To-Peer Conversation

 PART 3

Peer-To-Peer Conversation
Thank you for your participation! 