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

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

3. Team Project Run Through
Volunteer Timekeeper
20 Minute Presentation

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

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

6. 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

7. Case Study Employee Engagement
Fran Robustelli, Assistant City Manager of the City of Walnut Creek

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

9. 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?

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

11. Defining Employee Engagement

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

13. Why Engagement Matters

14. Why Engagement Matters

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

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

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

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

19. 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

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

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

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

23. Specific Behaviors
Actively engaged
Not engaged
Actively disengaged

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

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

26. Gallup’s Q12 12 critical factors Action-able Within control of
supervisor & work unit

27. 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

28. 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

29. 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

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

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

32. A Critical Question

33. 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?

34. 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”

35. Lunch

36. Fran David
Retired City Manager
of Hayward, CA
Career Journey

37. 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

38. 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

39. 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

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

41. 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

42. 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

43. 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

44. The Productivity Paradox

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

46. 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

47. 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

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

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

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

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