1. Engagement Matters: How Engaged Is Your Team & Why Knowing is Critical to Your Success? OSIYO GROUP: LEIGH A. MCGEE, CO-FOUNDER & PRINCIPAL 2016 NATIONAL 8(a) SUMMER CONFERENCE ANCHORAGE MARRIOTT DOWNTOWN, ANCHORAGE, ALASKA JUNE 15, 2016

2. This Session’s Big Questions 1. What do great leaders and teams look-like? 2. Why is engagement so important to being the leader and team that you want to be? 3. What do engagement studies and surveys say about the state of engagement in the United States? 4. How do the best leaders increase engagement and impact the organization beyond their lifetime? 2

3. There MUST Be a Flywheel How Engagement Smacked Me! How? Strategy & Targets What? Action Plan Why? Purpose & Vision OSIYO Group specializes in consulting practices that strengthen self- determined direction, alignment of priorities, and organizational development for native tribes, organizations, and corporations. We are in our 14th-year providing professional services. 3

4. What Does a Great Leader and Team Look Like? BRAINSTORM AND DANIEL GOLEMAN ARTICLE 4

5. Opening Discussion: 1. What does a great leader and winning team look-like? 2. Can you go from *this team to *this team? 3. How? Engagement 5

6. Why Is Engagement So Important? THE FACTS: GALLUP'S RESEARCH AND HOW YOUR BUSINESS MEASURES-UP 6

7. What the Heck is Engagement? … the emotional commitment an employee has to the organization and its goals, resulting in the use of discretionary effort. Enthusiasm: employees are positive and excited about their work. Empowered: employees feel like they have the tools and autonomy to do their work well. Inspired: employees are motivated and want to make a contribution. Confident: employees know that they can achieve excellence. 4 Traits Engaged Employees Exhibit 7

8. What are the facts about Engagement and Why Should I Care? 8

9. When Does the Problem Start? Over 90% of new hires are engaged and enthusiastic when they join a new company; BUT, 60% of them disengage within 6 months. (Gallup) 1) What happens in those first 6 months? 2) Who is responsible? 3) How can we better engage our teams? 9 9

10. The Engagement Movement  Gallup and others have consistently found powerful links between employees who are engaged in their jobs and the achievement of crucial business outcomes. (Gallup, Tower Perrin, PwC, etc)  Engagement is critical in managing change: 9 out of 10 key barriers to the success of change programs are people related. (PwC).  Companies with highly engaged workforces outperform their peers by 147% in earnings per share and realize: (Gallup)  41% fewer quality defects and 48% fewer safety incidents  25% less turnover in high-turnover orgs & 65% less in low-turnover organizations  37% less absenteeism 10

11. If your leader primarily:  Ignores you  Focuses on your weaknesses  Focuses on your strengths 40% 22% 1% Gallup Employee Engagement Research Results What’s the key to employee engagement? Chances of disengagement: 11

12. “ ” The key to organizational engagement is having a clear vision and using individual and team strengths to achieve it! 12

13. Gallup Engagement Research Shows When people believe they have the opportunity to do what they do best every day (using strengths), businesses are:  50% more likely to have lower turnover,  38% more likely to have productive businesses, and  44% more likely to have higher customer satisfaction. 13

14. Engagement Affects the Bottom-Line  Employee’s discretionary effort starts the Growth and Profit chain.  When leaders and employees care more, they are more productive, give better service, think of innovative solutions, and stay in their jobs longer.  This leads to happier customers who buy more and refer more often, which drives sales growth and higher profits. 14 Employee Engagement 2.0, K Kruse

15. How Do The Best Leaders Increase Engagement? KNOW FOLLOWERS’ 4 BASIC NEEDS, KNOW YOUR STRENGTHS AND BUILD A COMPLIMENTARY TEAM AROUND YOU 15

16. Gallup’s Strengths Based Leadership The 3-Keys to Being a More Effective Leader: #1 The most effective leaders are always investing in the strengths of their employees. The 3-Keys to Being a More Effective Leader: #1 The most effective leaders are always investing in the strengths of their employees.  When encouraged to utilize their strengths, employee engagement soars to 73%. (Gallup)  This increase in engagement translates into substantial gains for the bottom line and each employee’s well-being. 16

17. Gallup’s Strengths Based Leadership The 3-Keys to Being a More Effective Leader: The 3-Keys to Being a More Effective Leader:  The best leaders are often not well-rounded, but the best teams are!  Strengths needed: executing, influencing, relationship building and strategy. #2 The most effective leaders surround themselves with the right people and then maximize their team. 17

18. Gallup’s Strengths Based Leadership The 3-Keys to Being a More Effective Leader: The 3-Keys to Being a More Effective Leader: Followers’ 4-Basic Needs: #1…Trust #2…Compassion #3…Stability #4…Hope Followers’ 4-Basic Needs: #1…Trust #2…Compassion #3…Stability #4…Hope #3 The most effective leaders understand their followers’ needs. 18

19. The Impact of Instilling - Trust - Compassion - Stability & - Hope in your team When followers trust their leader/s, 1 in 2 are engaged. When followers do NOT find leaders trustworthy, only 1 in 12 are engaged. 19

20. The Impact of Instilling - Trust - Compassion - Stability & - Hope in your team Followers expect compassion and “general positive energy” from high-level leaders. When followers feel that their leader cares about them, they are happier, engaged with customers and more productive. 20

21. The Impact of Instilling - Trust - Compassion - Stability & - Hope in your team Employees need to feel their jobs are stable. In fact, followers are 9x more likely to be engaged if they believe that the company’s financial future is secure. 21

22. The Impact of Instilling - Trust - Compassion - Stability & - Hope in your team The most powerful question Gallup asked followers was about hope -- 69% who strongly agreed that their leaders made them “feel enthusiastic about the future” were engaged. Only 1% of those who disagreed with the statement were engaged. 22

23. How Can You Get Started Today? 1. Get people to believe what you believe by communicating the organization’s vision, often. People don’t buy what you do … they buy why you do it! 2. Ensure that individuals and teams know and understand their strengths. Then, encourage strength usage. 3. Make “Engagement” a pillar of your strategic plans. 4. Involve everyone in the organization in planning so that they buy-in to the Why? How? And What? 23

24. On behalf OSIYO Group and Council House Institute, Wado (thank you)! Leigh A. McGee, Co-Founder & Principal 24