1. What effective leaders do differently to create committed personnel
Employee Engagement
What effective leaders do differently to create committed personnel

6. Engagement Definition
An individual’s involvement with, satisfaction with, and enthusiasm for, the work she does. Highly engaged employees have a passion for their work and feel a deep connection to their company; disengaged employees have essentially checked out— putting time but not energy or attention into their work. Judge and Robbins, 2014
Engagement is “the harnessing of organization members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances.”
Kahn, 1990

7. What Does the Data Say?
“A 2009 study by Gallup found that companies in the top 10% for employee engagement boosted earnings per share at nearly four times the rate of companies with lower scores.” -Fortune Magazine, September 2011
A study of nearly 8,000 business units in 36 companies found that those whose
employees had high-average levels of engagement had higher levels of customer satisfaction, were more productive, had higher profits, and had lower levels of turnover and accidents than at other companies.
-Harter, Schmidt, and Hayes, 2002
We conclude from this study that employee satisfaction and engagement are related to meaningful business outcomes at a magnitude that is important to many organizations and that these correlations generalize across companies.
- American Psychological Association, 2002

8. What’s a Leader’s Role?
“A Leader’s actions contribute more to such factors as commitment, loyalty, motivation, pride, and productivity than does any other single variable.” -Kouzes and Posner, 2012

9. -James MacGregor Burns, 1978
What’s a Leader’s Role?
“Leadership is leaders inducing followers to act for certain goals that represent the values and the motivations— the wants and needs, the aspirations and expectations— of both leaders and followers. And the genius of leadership lies in the manner in which leaders see and act on their own and their followers’ values and motivations.”
-James MacGregor Burns, 1978

10. Employee Engagement Triangle
Sense of Purpose
and Meaning
Employee Engagement
A Sense of Efficacy
Sense of Self-Worth

11. Employee Engagement Triangle
Sense of Purpose
and Meaning
Employee Engagement

12. Purpose and Meaning Values The “Why” of Work Passion
“Work is about the search for daily meaning as well as daily bread, for recognition as well as cash, for astonishment rather than torpor, in short for a sort of life rather than a Monday to Friday sort of dying.” Studs Terkel, 1974 “Most of us have jobs that are too small for our spirit. Jobs are not big enough for people.” Interviewee, “Working,” 1974
Values
The “Why” of Work
Passion

13. Purpose and Meaning Values The “Why” Passion Messaging
“Work is about the search for daily meaning as well as daily bread, for recognition as well as cash, for astonishment rather than torpor, is short for a sort of life rather than a Monday to Friday sort of dying.” Studs Terkel, 1974 “Most of us have jobs that are too small for our spirit. Jobs are not big enough for people.”
Values
The “Why”
Passion
Messaging

14. Messaging: Stories and Symbols
“Why tell stories? For one simple reason: they are powerful tools for teaching people about what’s important and what’s not, what works and what doesn’t, what is and what could be.”
- The Leadership Challenge
Stories should be relatable and accessible
Stories should reinforce the “meaning”
Symbols- a picture is worth a thousand words
By continually reminding people of the larger purpose of their work, the visionary leader lends a grand meaning to otherwise workaday, mundane tasks
- Primal Leadership

15. Employee Engagement Triangle
A Sense of Efficacy

16. Efficacy (Empowerment)
“The higher your self-efficacy, the more confidence you have in your ability to succeed. So, in difficult situations, people with low self- efficacy are more likely to lessen their effort or give up altogether, while those with high self-efficacy will try harder to master the challenge. In addition, individuals high in self-efficacy seem to respond to negative feedback with increased effort and motivation.”
-Robbins and Judge, 2014
Create Autonomy
Through Boundaries
Coach Competency
Share Information

18. Coach Competency Let Your People Do What Their Good at
Teach People to “Fish.”
Mastery Experiences
Modeling/Vicarious Learning
Social Persuasion
Psychological Arousal
“True empowerment gives people the confidence, competence, freedom, and resources to act on their own judgments. It entails a distinct set of moral understandings and commitments between leaders and followers.”
- Warren Bennis

19. Share Information
Employees with information are motivated because they feel accountable
Information sharing demonstrates and creates trust
Share ALL the news, good and bad
“Whenever the people are well informed, they can be trusted with their own government.”
- Thomas Jefferson

20. Create Autonomy Through Boundaries
Boundaries Should be Above the “Waterline”
Clarity Helps to Eliminate Trepidation
More Training
“Boundaries in a culture of empowerment is not to restrict action but rather to create freedom to act within defined responsibilities”
-Ken Blanchard

21. Employee Engagement Triangle
Sense of Self-Worth

22. Informal Recognition/POS
“This reasonably detailed form of informal recognition not only conveys acknowledgement and appreciation, but also information for motivating subsequent desired behavior.”
- Luthans and Stajkovic, 2009
Be Genuine
Be Frequent (No Satiation)
Be Specific (Give Feedback)
Be Prompt
“Further Analysis also indicated that these gains from non-financial incentives were sustained over time and, when compared to financial incentives, had an equally significant impact ”
- Luthans and Stajkovic, 2009

23. Formal Recognition/POS
“A trophy isn’t about the hardware, the gold-painted statue mounted on marble, it’s about the recognition of excellence. A trophy is a physical representation of the abstract concepts of hard work and dedication.
And that’s precisely why I don’t have any trophies.”
-Jared Kintz, “This Book is Not FOR SALE.”
Who: It must be seen as objective, given for productivity, quality, or other behaviors you want to see more of.
What: leave, prizes, gift certificates, still be specific.
How: Nominations, point systems, committee, or boss alone.
Where: Public, in print, or regularly scheduled meetings.

24. Employee Engagement Triangle
Sense of Purpose
and Meaning
Employee Engagement
A Sense of Efficacy
Sense of Self-Worth

25. Concluding Thoughts . . .
No matter what this job is, you must decide to do it well. Do it so well that the living, the dead, or the unborn can’t do it better. If it falls your lot to be a street sweeper, sweep streets like Raphael painted pictures; sweep streets like Michelangelo carved marble; sweep streets like Beethoven composed music; sweep streets like Shakespeare wrote poetry; sweep streets so well that all the host of heaven and earth will have to pause and say: “Here lived a great street sweeper, who swept his job well.” -Martin Luther King, Jr. 1957
“Motivation and inspiration energize people, not by pushing them in the right direction as control mechanisms do but by satisfying basic human needs for achievement, a sense of belonging, recognition, self- esteem, a feeling of control over one’s life, and the ability to live up to one’s ideals.”
- John Kotter