Engaging our Employees + Increasing Your Financial IQ Contra Costa County Leadership Academy May 17, 2018 Eileen Beaudry eileenbeaudry@gmail.com

Three Reactors for Today What resonated with me? What resonates with me?

Team Project Run Through Volunteer Timekeeper 20 Minute Presentation

City Manager of Hercules, CA Sponsor David Biggs Career Journey City Manager of Hercules, CA

Project: Open Space Encroachment Presentation (15-20 minutes) Content Questions (5 minutes) Emerging Leaders Executive Sponsors Presentation Suggestions (5 minutes) Executive Sponsor

Agenda for Today Dry Run Case Study-Fran Robustelli, ACM Walnut Creek Employee Engagement LUNCH Finance for Non-financial Mgrs / Fran David Debrief Second Conversation with Coach Reaction Panel Team Meetings

Case Study Employee Engagement Fran Robustelli, Assistant 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?

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?

My Personal Experience “In my work life, when have I felt disengaged?” What were one or two key ingredients fostering disengagement?

Defining Employee Engagement

Employee Engagement Is. . . “. . .the degree to which employees are emotionally connected & committed to their work, their colleagues & the purpose of organization.”

Why Engagement Matters

Why Engagement Matters

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

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

Gallup’s Findings 7.8 M employees 1 M work groups 352 organizations in all sectors

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 actively engaged, not engaged or actively 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 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 Brainstorm ACTIONS that supervisors/managers can take with direct reports to enhance employee engagement Choose spokesperson to present your ideas

Simple Steps Serve as meaning “translator” Engage group in goal-setting; set expectations Discuss what employees need to do good job Ask questions and listen; request help as needed Focus on strengths

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

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?

Resources San Mateo County Guide-- “How To Engage Employees” Marcus Buckingham, First Break All the Rules Frank’s Career Compass column “Engaging Employees for Success”

Lunch

Fran David Retired City Manager of Hayward, CA Career Journey

Finance for non-Financial Managers Structural vs. cyclical budget deficits Themes from budget messages Responding to an economic meltdown Indicators of a city’s financial health Your financial IQ

Nature of Deficits Cyclical deficits Structural deficits Normal recession Decrease in sales tax, building permit revenue, property tax Typically you need to take some actions, but you can wait it out, until the econmomy recovers Diagnosing whether it’s cyclical or structural is critical to determining your response Caused by different things, Solutions are different Structural Where there is an ongoing pattern of expenditures exceeding revenues Expenditures are growing faster than revenues and it looks like it’s going to continue that way Three things causing Structural Deficits are: Pensions, Employee Health Care Costs, OPEB which stands for other post employment benefits, principally employee health care Termporary fixes wont work, but they can give you time in the short run to come up with a structural solution

Typical Cutback Measures In the face of economic challenges, what are typical cutback measures used by cities to address deficits? Eileen take visible notes After the list, ask would you use this in a cyclical or structural or both

Budget Messages What are drivers of deficits in your organization? What are strategies proposed? Do you agree with the strategies?

Responding to Economic Meltdown Premises An organization needs to get out in front of severe cutbacks and take action NOW Cutbacks at margins will not solve structural challenge Typical cutback measures have negative and sometimes unanticipated consequences

Responding to Economic Meltdown Premises (con’t) As it reduces resources, an organization also needs to target investments Redesigning service delivery requires engaging employees, other departments and outside partners Leaders typically need to cross boundaries to redesign services

Organizational Impacts During a fiscal downturn, what are impacts on org. climate and employee attitudes, a. when downturn is poorly managed, and b. when downturn is well managed? Experience leave Younger may leave – less di verse workforce

The Productivity Paradox

Article: Managing thru Meltdown What were some of the paradoxes that caught your attention?

Indicators of a City’s Financial Health Long-term Financial Planning Cash Management and Cash Reserves Balanced Budget – including unfunded liabilities Measurement and Accountability - engagement

Increase Your Financial IQ Finance For Non-Finance Staff What makes finance people tick? Connecting finance staff to the real world Connecting operations to finance… How can you increase your financial IQ? Q and A

Debrief 2nd Coaching Convo What did you like about the conversation? What was inspiring, surprising… New ideas or insights? Was anything uncomfortable?

Schedule Third Coaching Conversation Debrief at July session Conversation is mutually led Pick up where you left off in 2nd conversation

Three Reactors for Today What resonated with me? What resonates with me?

Homework for June 21, 2018 Try One Thing to Enhance Engagement of My Direct Reports Schedule Third Coaching Conversation