Adventist Health Employee Engagement and Unleashing Potential Brian Brim, Ed.D., Principal, The Gallup Organization

Copyright © 2008 Gallup, Inc. All rights reserved. Today What is engagement….really? What does engagement have to do with relational and emotional waste? What can we do about reducing relational and emotional waste? 2

Copyright © 2008 Gallup, Inc. All rights reserved. What is engagement…really? “It gradually came to me that the highest function of leadership is releasing the energy of people in the system and managing the processes for giving that energy direction toward mutually beneficial goals.” Malcolm Knowles, Thought Leader for Adult Learning, Author, Scholar, and past Executive Director of Adult Education Association 3 “People want to matter and when you make them matter they make your organization matter.” Brian Brim, Just some guy from Nebraska

Copyright © 2008 Gallup, Inc. All rights reserved. Real Examples of Relational and Emotional Waste DRAMA/GOSSIP POLITICS GETTING “STUCK” EXCUSE MAKING “IT’S NOT MY JOB” OR “IT’S YOUR JOB” 4

Copyright © 2008 Gallup, Inc. All rights reserved. What “feelings” do you see… 5 Relational and Emotional Waste Why didn’t I get that training too? I’m not good at this but I can’t admit it! I have no idea what I’m supposed to get done! They are just doing that to bug me

Copyright © 2008 Gallup, Inc. All rights reserved. Polling Question What percentage of individuals state “my boss” as the main reason for leaving their company? A. 38% B. 45% C. 65% D. 70% 6

Copyright © 2008 Gallup, Inc. All rights reserved. Polling Question In general, a person’s engagement tends to ___________ the longer they stay with an organization. A. Increase B. Decrease C. Remain the same 7

Copyright © 2008 Gallup, Inc. All rights reserved. 8 The Challenge Less than 6 mos 6 mos- 3 yrs 3 yrs- 10 yrs More than 10 yrs Engaged Not Engaged Actively Disengaged

Copyright © 2008 Gallup, Inc. All rights reserved. 9 People We Enjoy Being Around 1.Friends 2.Relatives 3.Significant Other rd from last: Customers 2 nd from last:Co-workers Dead last: Boss Housecleaning Source: Kahneman, D., et al. (2004). A Survey for Characterizing Daily Life Experience: The Day Reconstruction Method. Science

Copyright © 2008 Gallup, Inc. All rights reserved. 10 Bad Management Boss-Induced Hypertension Relational and Emotional Waste

How can we make sure we have strong managers and how can we reverse the trend? 11

Copyright © 2008 Gallup, Inc. All rights reserved. 12 I’m getting the development that Is right to me. Q12 Dialogue I know the best way to partner with my team members. My manager and I are clear about my strengths. I am clear about my role and what is expected of me I’m getting the development that is right to me.

Copyright © 2008 Gallup, Inc. All rights reserved. 13 RELATIONAL AND EMOTIONAL WASTE ENGAGEMENT AND PERFORMANCE UNTAPPED POTENTIAL UTILIZED

Copyright © 2008 Gallup, Inc. All rights reserved. 14 Employee Engagement Absenteeism High Turnover Orgs. Low Turnover Orgs. Shrinkage Safety Incidents CustomerProductivityProfitability Top Quartile vs. Lowest Quartile

Copyright © 2008 Gallup, Inc. All rights reserved. 15 Ignored 2% 58% 40% Weakness 22% 33% 45% 100% 80% 60% 40% 20% 0% Engaged Not Engaged Actively Disengaged Strengths 61% 38% 1% 1 in 100 Relational and Emotional Waste

Copyright © 2008 Gallup, Inc. All rights reserved. WASTE REMOVAL  From: Politics  From: Pretending  From: Command and Control  From: Fixing people  From: Focus on style To: Purpose To: Performing To: Distributed Decisions To: Maximizing people To: Meaning, expectations and outcome 16

Copyright © 2008 Gallup, Inc. All rights reserved. Clarity if the best antidote for anxiety… My world is clear I matter 17 Transparency

Copyright © 2008 Gallup, Inc. All rights reserved. 18 The 12 Items That Matter Q01. I know what is expected of me at work. Q02. I have the materials and equipment I need to do my work right. Q03. At work, I have the opportunity to do what I do best every day. Q04. In the last seven days, I have received recognition or praise for doing good work. Q05. My supervisor, or someone at work, seems to care about me as a person. Q06. There is someone at work who encourages my development. Q07. At work, my opinions seem to count. Q08. The mission or purpose of my organization makes me feel my job is important. Q09. My associates or fellow employees are committed to doing quality work. Q10. I have a best friend at work. Q11. In the last six months, someone at work has talked to me about my progress. Q12. This last year, I have had opportunities at work to learn and grow.

Copyright © 2008 Gallup, Inc. All rights reserved. What If? What if I told you that in 5 minutes I was going to remove 11 of the 12 Q 12 items related to engagement? Based on what is most important to your own personal engagement, what one item would you try to convince me to keep, and why? What can YOU do about it? What other items does the item you chose impact? 19

Copyright © 2008 Gallup, Inc. All rights reserved. 20 The 12 Items That Matter Q01. I know what is expected of me at work. Q02. I have the materials and equipment I need to do my work right. Q03. At work, I have the opportunity to do what I do best every day. Q04. In the last seven days, I have received recognition or praise for doing good work. Q05. My supervisor, or someone at work, seems to care about me as a person. Q06. There is someone at work who encourages my development. Q07. At work, my opinions seem to count. Q08. The mission or purpose of my organization makes me feel my job is important. Q09. My associates or fellow employees are committed to doing quality work. Q10. I have a best friend at work. Q11. In the last six months, someone at work has talked to me about my progress. Q12. This last year, I have had opportunities at work to learn and grow.

Copyright © 2008 Gallup, Inc. All rights reserved. Clarifying Your Approach 21

Copyright © 2008 Gallup, Inc. All rights reserved. Clarifying Your Approach 22

Copyright © 2008 Gallup, Inc. All rights reserved. Copyright Standards This document contains proprietary research, copyrighted materials, and literary property of Gallup, Inc. It is for the guidance of your company only and is not to be copied, quoted, published, or divulged to others outside of your organization. Gallup ®, Q 12®, CE 11®, and Clifton StrengthsFinder ® are trademarks of Gallup, Inc. All other trademarks are the property of their respective owners. This document is of great value to both your organization and Gallup, Inc. Accordingly, international and domestic laws and penalties guaranteeing patent, copyright, trademark, and trade secret protection protect the ideas, concepts, and recommendations related within this document. No changes may be made to this document without the express written permission of Gallup, Inc. 23