Your Leadership Style + Engaging our Employees Contra Costa County Leadership Academy March 16, 2017 Eileen Beaudry eileenbeaudry@gmail.com

Agenda for Today Myers-Briggs Employee Engagement – Part I Lunch Employee Engagement – Part II Case Study – Fran Robustelli, CM Walnut Creek Reaction Panel Team Meetings

Three Reactors for Today What resonated with me?

Debriefing of Info Interviews What did you like best about info interview? Did you learn anything that surprised you? Was anything uncomfortable? Was there something that coach shared that changed your thinking about your own career development?

Development Conversation with Coach You schedule conversation asap Conversation is led by coach Focus is on your hopes & dreams Complete by August session Coaching model is posted on website (“Becoming a Great Coach”)

Communicating for Success Key Questions: 1. Who’s the target audience? 2. Have you first developed rapport with key members of the target audience? 3. Have you created a state of readiness? 4. What is your goal in the communication? 5. What are the values, goals or concerns of the target audience? How do you find out?

Your Communication and Leadership Style 7

Our WHY for Today Recognize and Appreciate Your Natural Preferences & Those Different from Yours What is a Preference…? 8

It’s about How We See Differences Natural Beneficial Necessary Crucial 9

Difference / Diversity Genetics Biodiversity Agriculture Finances Teams Organizations Genetic diversity is how populations to adapt to changing environments. With more variation, it is more likely that the population will possess variety of characteristics necessary for survival Those individuals are more likely to survive to produce offspring bearing that allele. Biodiversity is a measure of the health of ecosystems and measures the degree of variation of life forms within a given ecosystem, Rainforests are an example of biodiversity on the planet, possessing a great deal of species diversity Agriculture. Without diversity, you end up with a monocultures makes crops extremely susceptible to widespread disease, such as the case with the Irish potato famine. Finance. Diversification means reducing risk by investing in a variety of assets. Business case for diversity. In a global marketplace, a diverse workforce is better able to understand the marketplace and thrive. Teams. In a study cited by Frans Johansson, Diversity Drives Innovation, the diverse teams outperformed homogeneous teams on Challenging Master’s Level Academic Exercises. Watershed Protection (or any unit/division in the City) Are our teams diverse? Is our thinking diverse? Do we get quite deliberately a variety of perspectives? Do we bring in that person that that we know is going to disagree? Because it’s going to bring strength to that budget proposal, that piece of outreach, that report. Starts With Self-Understanding 10

Honoring Diversity Read Outloud Different Drums Different Drummers

Only ONE Lens to Self-Awareness NO Not boxes for us all All those of one type are the same Skills/Aptitude YES Innate Preferences Core Motivations Internal Compass It’s important to take to time to say what this tell us and what it doesn’t tell us First, it’s just ONE LENS through which we can understand ourselves There are many lenses through which we can look to better understand ourselves: family history, socio-economic, birth order, and this is one of them that many people find useful (BRING CYSTAL – THIS IS JUST ONE FACET THROUGH WHICH WE LOOK) It’s a look at YOUR internal compass, where does TRUE NORTH lie for YOU? And how are you similat/different from others, in some core human experiences: of drawing energy, taking in information, making decisions, handing decisions /deadlines? Second. It’s not about putting all of us into 4 boxes. It’s not just another way to stereotype. Even if you and someone share the same four letter type, there’s the strength of the preference, it doesn’t take into account the unique personalities, backgrounds and experience through which those preferences are expressed. Even tho a large section of this group all have the same four letter combination, and therefore, have some of the same preferences But it is valuable to know your innate preferences in some of these core areas 2nd – While it can illustrate for us some of our natural tendencies, it doesn’t tell us anything about skills or aptitude. For example, you take in information best through hard data over the big picture? BUT If you prefer data, this doesn’t mean you’re a data wizard or a spreadsheet wizard; or that you’re better at using it than an someone who innately prefers big picture, connections, possibilities. No one type is better than the others!! 12

Katherine Briggs & Isabel Myers Isabel Briggs Myers (October 18, 1897 – May 5, 1980)[1][2] was an American psychological theorist. She was co-creator, with her mother, of the Myers-Briggs Type Indicator (MBTI). She was home-schooled by her mother (Katharine Cook Briggs, January 3, 1875 – 1968)[3] and went on to earn a bachelor's degree in political science from Swarthmore College. In 1918 she married Clarence Myers. Katharine Briggs read Carl Jung's book, Psychological Types and recommended it to Isabel Myers; the mother and daughter then formulated the MBTI together. Later in life, Myers collaborated with Mary McCaulley to conduct tests of her research and of the MBTI. When World War II began, Isabel Myers sought a way to help by finding a means for people to understand rather than destroy each other. In addition, she noticed many people taking jobs out of patriotism, but hating the tasks that went against their grain instead of using their gifts. She decided it was time to put Jung's ideas about type to practical use. A type indicator was needed. My father, Lyman J. Briggs, was a research physicist. At the time that we actually got to making the Type Indicator he was the Director of the Bureau of Standards in Washington. Research was what he cared about most, and so I grew up thinking that the greatest fun in the world was to find out something that nobody knew yet, and maybe you could dig it out. 13

Carl Jung - Swiss Psychiatrist Differences among people are not random. They form patterns -- types. Psychological Types, 1921 1875 –1961

Energy Information Decisions Deadlines 4 Pairs of Preferences Introversion Sensing Thinking Judging Extroversion INtuiting Feeling Perceiving Energy Information Decisions Deadlines

Background E or I S or N T or F J or P Myers-Briggs A or B? MBTI Survey Instrument 16 Myers-Briggs Types 4 Pairs of Preferences Carl Jung 1875-1961 Theory / Model E or I S or N T or F J or P Keirsey/Bates 1984 4 Temperaments Carl Jung (1875–1961) was a Swiss psychiatrist, an influential thinker and the founder of Analytical Psychology. Jung considered the process of individuation necessary for a person to become whole. This is a psychological process of integrating the opposites including the conscious with the unconscious while still maintaining their relative autonomy.[2] Its aim is wholeness through the integration of unconscious forces and motivations underlying human behavior. Many pioneering psychological concepts were originally proposed by Jung, including the Archetype, the Collective Unconscious, the Complex, and synchronicity. A popular psychometric instrument, the Myers-Briggs Type Indicator (MBTI), has been principally developed from Jung's theories. Analytical psychology (or Jungian psychology) is the school of psychology originating from the ideas of Swiss psychiatrist Carl Jung. 16

But usually not with equal comfort. We all use all preferences. But usually not with equal comfort. “Which of these two best describes your natural preference?”

INTROVERT or EXTRAVERT Where do we get our energy? 18

Extravert

Introvert

Where do we get our energy? Extraversion Introversion Action Outward People Interaction Many Think outloud Do-Think-Do Reflection Inward Privacy Concentration Few Think to themselves Think-Do-Think

Which of these two best describes your natural preference? Remember! We all use both preferences… But usually not with equal comfort. Which of these two best describes your natural preference?

Humorous dialogue

How do we take in Information? SENSING or INTUITIVE How do we take in Information? 24

How do we take in information? Sensing Intuiting Ideas Imaginative General Future Change Theoretical What could be Facts Realistic Specific Present Keep Practical What is

Which of these two best describes your natural preference? Remember! We all use both preferences… But usually not with equal comfort. Which of these two best describes your natural preference?

Humorous dialogue

How do we evaluate information and make decisions? THINKING or FEELING How do we evaluate information and make decisions? 28

How we make decisions Thinking Feeling Head Detached Things Objective Critique Analyze Firm but fair Heart Personal People Subjective Appreciate Understand Merciful

Which of these two best describes your natural preference? Remember! We all use both preferences… But usually not with equal comfort. Which of these two best describes your natural preference?

Humorous dialogue

How do we deal with the external world, deadlines and closure? JUDGING or PERCEIVING How do we deal with the external world, deadlines and closure? 32

How we deal with external world deadlines, closure Judging Perceiving Flexible Information Experience Later Options Spontaneous Wait Organized Decision Control Now Closure Deliberate Plan

Which of these two best describes your natural preference? Remember! We all use both preferences… But usually not with equal comfort. Which of these two best describes your natural preference?

Humorous dialogue

COMPARE Reported Type and Self-Assessment

Your Leadership Style via Lens of Myers Briggs 3 KEYS of Leadership Setting Direction Inspiring Others Mobilizing the Accomplishment of Goals Your preferences bring assets and challenges to your Leadership Style

Homework for Today Read your Communication Style Report, esp. last page “Communication Tips;” and your Leadership Profile Select one item to focus on Reply to email from Eileen with your Tip Practice between now and next session Report out next session 38

Background E or I S or N T or F J or P Carl Jung Myers-Briggs 4 Pairs of Preferences Carl Jung 1875-1961 Theory / Model E or I S or N T or F J or P Myers-Briggs 1940s A or B? MBTI Survey Instrument 16 Myers-Briggs Types Keirsey/Bates 4 Temperaments 1984 16 Portraits Carl Jung (1875–1961) was a Swiss psychiatrist, an influential thinker and the founder of Analytical Psychology. Jung considered the process of individuation necessary for a person to become whole. This is a psychological process of integrating the opposites including the conscious with the unconscious while still maintaining their relative autonomy.[2] Its aim is wholeness through the integration of unconscious forces and motivations underlying human behavior. Many pioneering psychological concepts were originally proposed by Jung, including the Archetype, the Collective Unconscious, the Complex, and synchronicity. A popular psychometric instrument, the Myers-Briggs Type Indicator (MBTI), has been principally developed from Jung's theories. Analytical psychology (or Jungian psychology) is the school of psychology originating from the ideas of Swiss psychiatrist Carl Jung. 39

The Four Temperaments Ideal Seekers Duty Seekers Action Seekers Guardians - SJ Duty Seekers Rationals - NT Knowledge Seekers Idealists - NF Ideal Seekers Artisans - SP Action Seekers 40

Duty Seekers Guardians (SJ) Motivated by a need to be useful and of service Value the traditions, customs and laws of society Must Earn their keep -- so much that sometimes don’t feel deserving Giver Caretaker Carry their weight Take on responsibilities – Added Responsibilities Responsible Desire for Independence Values work and contribution Must Belong Sustainer of Organizations 41

Rationals (NT) Knowledge Seekers Motivated by a need for knowledge and competency Value the theoretical and the powers of the mind Understand, control, predict and explain realities – POWER Competency – Abilities, capacities, skill, ingenuity Have an Intensity to acquire competence Self-Critical – stalked by a fear of failure Should know this Should be able to do that Hunger for knowledge competency, skill, often trumps other hungers for action, duty or self-actualization Vulnerable to the all work and no play syndrome 42

Idealists (NF) Ideal Seekers Motivated by a need to understand themselves and others Value authenticity and integrity; strive for an ideal world Individuation Meaning Larger Purpose Vision of the Ideal World – Very Real, the thought of here and now being all there is, would be at odds with that. Strive to create that ideal world now, in some way Work that facilitates people becoming individuated, opened, healed, gravitate toward professions teaching, psychology, psychiatry, 43

Artisans (SP) Action Seekers Motivated by a need for freedom and need to act Value living in the moment, the here and now 44

Temperament Group Exercise What strengths do we bring to the collective? What do we need from others, in order to contribute our strengths most successfully and really shine? What challenges you about other temperaments (pet peeve)?

Employee Engagement

My Personal Experience “In my work or personal life, when have I felt fully engaged & energized?” What was the situation? What were the results? What were one or two key ingredients fostering engagement?

Defining Employee Engagement

Employee Engagement Is. . . “. . .the degree to which employees are emotionally connected & committed to their work, their colleagues & the purpose of organization.” “. . .demonstrated in the way the organization & employee work to support each other’s success.”

Things We Know Employee engagement . . . Can be measured Correlates with performance Varies from great to poor

What’s the Business Case? What is the compelling rationale for employee engagement?

The Why Positive outcomes are greatly enhanced Discretionary effort! Productivity Customer service Innovation & adaptability Retention of high performers Political support

The Why Costs are greatly reduced Absenteeism including sick time Turnover Workers comp & disability claims

Why Engagement Matters

Why Engagement Matters

Leadership drives Engagement Management is based on positional authority Managers can only force minimal level of performance or compliance Leadership based on interpersonal attributes & behaviors People decide to follow (or not) follow you

The Essence of Leadership “Leaders do not force people to follow—they invite them on a journey.” Charles Lauer

Three Groups Actively engaged—what %? Not engaged—what %? Actively disengaged—what %?

Specific Behaviors Actively engaged Not engaged Actively disengaged

The Key Relationship What is the key relationship that leads to either highly engaged, not engaged or disengaged employees?

A Big Problem What % of managers in the US workforce are not engaged or actively disengaged? What are the consequences for the organization?

Gallup’s Q12 7.8 M employees 1 M work groups 352 organizations in all sectors 12 critical factors Action-able Within control of supervisor & work unit

Engagement Hierarchy How can we grow? Do I belong? What do I give? Teamwork Management Support Basic Needs What do I get? What do I give? Do I belong? How can we grow? Q12: Opportunities to learn and grow. Q11: Progress in the last six months. Q10: I have a best friend at work. Q9: Coworkers committed to quality. Q8: Mission/purpose of company. Q7: At work, my opinions seem to count. Q6: Someone at work encourages my development. Q5: Supervisor/Someone at work cares. Q4: Recognition last seven days. Q3: Do I what I do best every day. Q2: I have the materials and equipment. Q1: I know what is expected of me at work. Growth © Gallup

Brainstorming Groups Form Groups of 3 for each Q12 factor IN YOUR GROUP: Choose spokesperson to present your ideas Brainstorm ACTIONS that supervisors/managers can take with direct reports to enhance employee engagement Select top 2 ideas

Simple Steps Serve as meaning “translator” Set expectations & engage group in goal- setting Discuss what employees need to do good job Be modest, ask questions, listen, request help Focus on strengths

Simple Steps Conduct “stay interviews” Provide learning & growth opportunities Talk about progress Recognize good work Promote wellness & balance

Summary Not added burden Small steps = Big impact Within your control Fairly easy to do

A Critical Question

One Thing To Try What is one thing I am willing to try out in order to enhance my own engagement and/or the engagement of my direct reports?

Case Study Employee Engagement Fran Robustelli, Interim City Manager of the City of Walnut Creek

Learning from the Case Study Class Feedback What went well? Did anything not go so well? What do we learn for future efforts?

Resources Frank’s Career Compass column “Engaging Employees for Success” ICMA Coaching Program webinar on 9/16 “Engaging Employees Effectively” San Mateo County Guide-- “How To Engage Employees” Stay Interview Questions Marcus Buckingham, First Break All the Rules

Reaction Panel What resonated with me? What did not resonate with me? What do I have to add?

Scheduling Team Project Run-Thru’s Two run-thru’s in May – PMA June Two run-thru’s in June – PMA July One run-thru in July -- PMA August