1. Your Leadership Style + Engaging our Employees
Contra Costa County
Leadership Academy
March 16, 2017
Eileen Beaudry

2. 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

3. Three Reactors for Today
What resonated
with me?

4. 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?

5. 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”)

6. 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?

7. Your
Communication
and Leadership
Style 7

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

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

10. 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

11. Honoring Diversity
Read Outloud
Different Drums
Different Drummers

12. Only ONE Lens to Self-AwarenessNO
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

13. 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

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

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

16. 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
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

17. 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?”

18. INTROVERT or EXTRAVERT
Where do we get our energy? 18

19. Extravert

20. Introvert

21. 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

22. 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?

23. Humorous dialogue

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

25. 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

26. 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?

27. Humorous dialogue

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

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

30. 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?

31. Humorous dialogue

32. 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

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

34. 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?

35. Humorous dialogue

36. COMPARE
Reported Type and
Self-Assessment

37. 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

38. 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 from Eileen with your Tip Practice between now and next session
Report out next session 38

39. Background E or I S or N T or F J or P Carl Jung Myers-Briggs
4 Pairs of
Preferences
Carl Jung
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

40. 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

41. 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

42. 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

43. 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

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

45. 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)?

46. Employee Engagement

47. 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?

48. Defining Employee Engagement

49. 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.”

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

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

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

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

54. Why Engagement Matters

55. Why Engagement Matters

56. 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

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

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

59. Specific Behaviors
Actively engaged
Not engaged
Actively disengaged

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

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

62. 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

63. 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

64. 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

65. 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

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

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

68. A Critical Question

69. 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?

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

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

72. 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

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

74. 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