1. Engaging People: Engaging for Results
Nepal Administrative Staff College
Engaging People: Engaging for Results
Basanta Raj Sigdel
Shailaja Upadhyaya
Day 3-I

2. Forethought
“People may doubt about what you SAY but they will believe what you DO and they will practice what you make them FEEL”
- Lewis Cass and Ken Wright

3. Let’s reflect on few situations

4. Situation #1
You are assigned to prepare a proposal for cabinet by your supervisor. You need to consult him/her in some issues. You tried an appointment but notified that he is in urgent meeting with Secretary. Waiting for half an hour you decided to intervene because of urgency. While entering into the room, you noticed that wider tea-discussion is going on about cabinet expansion and potential minister to your ministry.

5. Situation #2
With an advent of ICT, your workplace is equipped with internet facility. As a supervisor, while roaming around, you find that an employee spend one hour on an average browsing online news portals, social media, stock-market updates etc. at his/her workstation.

6. Situation #3
You assigned your subordinate a job of preparing a summary of macroeconomic indicators as supplement of making presentation at international conference. Because of busy schedule, you forgot to remind him. Few hours before conference begin, as you asked for the same, he answered with a gentle smile and expressed sorry for forgetting the assignment.

7. Situation #4
You are spending extra hours to your work to complete assignments on time without claiming overtime allowance etc. You know that your sincere efforts have significantly contributed overall performance of your organization. Your supervisor acknowledged your efforts in general staff meeting and awarded as “Best Employee of the Month !”

8. Situation #5
Over two decades of an average service period, you have consistently noticed that your physical workstation is very poor as compared to a living room of your own home in terms of cleanliness, sanitation, decoration etc. where you spend eight hours a day- significant productive time of life with exposure to thousands of people over the years.

9. Workforce constitute…

10. Engaged Employees
Employees work with passion and feel profound connection to their organization. They drive innovation and move the organization forward.

11. Not-engaged employees
Not-engage employees are essentially ‘checked out’. They are sleep walking through their workday, putting time- but not energy and passion- into their work

12. Actively disengaged employees
Actively disengaged employees aren’t just unhappy at work; they are busy acting out their unhappiness. Every day, these unhappy workers undermines what their engaged coworkers accomplish.

13. Data says… (Gallup Survey, 2016)
Only 13% of the world's one billion full- time workers are engaged at work. The engagement ratio in South Asia scores11%. Think of our workplace…

14. Engagement and Productivity
Per-person productivity = Talent x (Relationship + Right Expectation + Recognition/Reward)

15. Engagement= Discipline+ Motivators
High
EXPLOITATION
Over Controlled and Under Appreciated
FOCUSED ENGAGEMENT
Passionate Business ‘Owners’
Performance Disciplines
AIMLESSNESS
Apathetic and Demoralized
ALL CARE AND NO RESPONSIBILITY
Keen but Unfocused
Low
Low
High
Personal Motivators

16. Why we are talking about engagement?
Poor performance
Eroding public trust (dissatisfied service recipients)
Constant absenteeism
Poor organization
Interruption in idea generation
Ineffective collaboration

17. Why we are talking about engagement?
Little or no initiative
Poor communication
Lack of clarity on responsibilities

18. Engagement and Performance Outcomes
Customer ratings (trust of service recipients)
Profitability (value for money)
Productivity
Turnover (for high-turnover and low-turnover organizations)
Safety incidents (quality of work-environment)
Shrinkage (theft)
Absenteeism
Patient safety incidents (quality of health)
Quality (defects)

19. It’s leadership that matters
Disengagement is the result of poor leadership

20. Engaging for Results

21. LEAD the Engagement !!!
Leadership
Enablement
Alignment
Development

22. Engaging People: Knowing your people
Nepal Administrative Staff College
Engaging People: Knowing your people
Day 3-II
Advanced Course on Management and Development

23. Please Stand in the word clauses that apply to you
I have been in civil service for more than two decades.
My educational background is not management.
I have a birthday this month.
I love to work with autonomy.
I lost a family member this year.
I know more than 3 languages.
I think the structured environment destroys a person creativity.
I ate what I cooked today.
I love engaging myself in sports.
I saw a four wheeler vehicle only after the age of 10.

25. Knowing your people Keeping an open mind.
Respecting their individual differences and Strengths
Knowing and understanding the reason behind the status of engagement.

26. Employee profiling
Work on the individual employee profiling sheets provided to you .
Work in groups to generate common learning.

27. Knowing your people What was easy to recall about your team members?
What was difficult to recall about your team members?
How did you get those information?
Why did you remember these three people of all?

28. Importance of Knowing people
They do not turn on us.
We understand their grievances.
We can divide works more effectively.
We can motivate them to work.
What does research Say?

31. Walking around

32. How do we know our people?
Speak the common Language Sabina Nawaz 2017, HBR
Talk Naturally During Downtimes Catherine Decker, Outsell 
Manage By walking Around Lisa Whealon, GL group, Inc. 
Ask about their Socials  Laurie Shakur, Gracenote
Make sure to listen  Todd Richardson, Emplify 
Approaches require varietyAmbrosia Vertesi, Duo Security 

33. Engaging People: Drivers of Engagement
Nepal Administrative Staff College
Engaging People: Drivers of Engagement
Day 3-III
Advanced Course on Management and Development

34. A Leader is a Learner of People Situation Possibilities
…and DEALER of HOPE !

35. Leadership is a Service !
Leadership as service
Every leader has customers
When people value your leadership practices, they in effect buy your leadership

36. Leadership as blue ocean*
What the leader does- NOT who leaders need to be
Leaders need to match with market reality
Leadership across all levels- management, middle and the frontline levels
*W.Chan Kim & Renee Mouborgne (2014)

37. Step for leadership development1
See your leadership reality 2
Develop alternative leadership profiles (activity to eliminate, reduce, raise or create) 3
Select to-be leadership profiles 4
Institutionalize new leadership practices

38. Leadership canvas
Refer to the exercise sheets

39. Leadership Grid Eliminate
What act and activities do leaders invest their time and intelligence in that should be eliminated
Reduce
What act and activities do leaders invest their time and intelligence that should be reduced well below their current level?

40. Leadership Grid
Raise
What act and activities do leaders invest their tie and intelligence in that should be raised well above their current level?
Create
What act and activities do leaders invest their time and intelligence that they currently don’t undertake?

41. Example

42. Drivers of Engagement (Boston Consulting Group)
Shared Vision, Values and Pride
Recognition and Appreciation
Empowerment
Supportive Environment
Pathways for personal Growth

43. Shared leadership

44. Drivers of Engagement Perceptions of job importance – Job Design
Clarity of job expectations 
Regular feedback and dialogue with superiors
Career advancement / improvement opportunities

45. Drivers of Engagement
Quality of working relationships with peers, superiors, and subordinates
Perceptions of the ethos and values of the organization
Effective internal communications 

46. Levels of leadership (John Maxwell)
5. Pinnacle: Respect- People follow you because who you are and what you represent
4. People Development: Reproduction- People follow because of what you have done for them
3. Production: Results- People follow because of what you have done for the organizations
2. Permission: Relationships- People follow because they want to
1. Position: Rights - People follow because they have to

47. We seek departure… Who you are to what you do
What you do to what you deliver
What you deliver to what you create
What you know to how you practice
Who you are to who you want to be…

48. Closing thoughts Leadership is not a title. It’s a behavior. Live it.
Robin Sharma
“Leadership Effectiveness is neither an ability nor talent. It is a habit, a practice, a self-discipline that must be learned.”
- Peter Drucker

49. Thank You