1. Leader’s Role in Engagement Presented by Nancy Carlson Learning & Development Leader

2. Leader’s Role in Engagement Presented by Nancy Carlson Learning & Development Leader Employee

3. Leader’s Role in Engagement Presented by Nancy Carlson Learning & Development Leader Employee (Engagement = Emotional involvement or commitment)

4. Learning Objectives Learn what can trigger engagement Understand the impact that engagement has on an individual’s performance Identify types of meaningful communication to increase engagement

5. Individual Introductions Name/Role What do you like most about your job?

6. Why start meetings this way? Introductions Agendas Objectives

7. Foster Engagement Immediately start to engage participants at the beginning of any meeting Introductions= Connection Agendas= Credible Objectives= Contribution

8. Foster Engagement Seek to engage participants at the beginning of any meeting Introductions= Connection Agendas= Credible Objectives= Contribution Good leaders pay close attention to engagement at meetings

9. Engage Your Audience or Else Have you ever felt like this in a meeting?

10. Engagement Triggers Make a Connection Show the Contribution Demonstrate Credibility Engagement is an emotional involvement or commitment

11. Impact of Engagement Highly committed employees try ??% harder The Corporate Leadership Report (CLC) 2007

12. Impact of Engagement Highly committed employees try 57% harder The Corporate Leadership Report (CLC) 2007

13. Impact of Engagement Highly committed employees try 57% harder The Corporate Leadership Report (CLC) 2007 “Best Employers” 78% Overall employee engagement & Total Shareholder Return is 22% above average Aon/Hewitt 2011 Global Best Employer Research for 2010

14. Leadership in History Engage your Team

15. Transferable Leadership Traits What did Elizabeth do that got the troops to rally?

16. Trust and Admiration is Mutual Believed in her people and they believed in her.

17. Trust and Admiration is Mutual Believed in her people and they believed in her. Engagement Triggers Connection – Contribution -Credibility

18. Leaders Communicate Effectively Communication meaningful The activity of conveying meaningful information

19. Leaders Communicate Effectively Communication meaningful The activity of conveying meaningful information Engagement Emotional involvement or commitment

20. Leaders Communicate Effectively Communication meaningful The activity of conveying meaningful information Engagement Emotional involvement or commitment Engagement Triggers Connection – Contribution -Credibility

21. Manager Communication What do managers communicate to employees that gives meaning to their role?

22. Meaningful Communication Managers align the team’s and each individual’s contribution to: Vision Strategy Goals Values Risks

23. Meaningful Communication Managers align the team’s and each individual’s contribution to: Vision Strategy Goals Values Risks Be credible when making the connection between their contribution and its impact on the company’s results.

24. Align and Motivate Connection Clearly articulate how goals fit with the company’s strategy and the individuals interests.

25. Reward Success Connection Clearly articulate how goals fit with the company’s strategy and the individuals interests. Contribution Define success by its impact to the company and reward successes.

26. Leverage and Develop Strengths Connection Clearly articulate how goals fit with the company’s strategy and the individuals interests. Contribution Define success by its impact to the company and reward successes. Accurately set goals that develop and use someone’s potential.

27. Build Trust and Admiration Connection Clearly articulate how goals fit with the company’s strategy and the individuals interests. Contribution Define success by its impact to the company and reward successes. Accurately set goals that develop and use someone’s potential. Credibility Demonstrate honesty, integrity and be trusting Defend direct reports and team members

28. Tool: How engaged is your team How would your team members respond? - I know what is expected of me at work? - I have the opportunity at work to do what I do best every day? - I received recognition or praise, in the last seven days, for doing good work? - There is someone at work who encourages me? - At work my opinions count? - The goals of my company make me feel my job is important? - My co-workers are committed to do quality work? Strongly agree answers correlate to highly engaged Source: First Break All the Rules by Marcus Buckingham

29. Tool: How engaged is your team How would your team members respond? - I know what is expected of me at work? Set clear goals - I have the opportunity at work to do what I do best every day? Leverage someone’s strengths - I received recognition or praise, in the last seven days, for doing good work? Remember to say Thank You - There is someone at work who encourages my development? Support and recognize development - At work my opinions count? Listen, acknowledge ideas - The goals of my company make me feel my job is important? Link goals to the teams/company’s - My co-workers are committed to do quality work? Hire for quality and recognize accomplishments Strongly agree answers correlate to highly engaged Source: First Break All the Rules by Marcus Buckingham

30. Adapt Your Communication Use different communication skills to maximize engagement: Balance advocacy and inquiry Make decisions using the ladder of inference Ask high-value questions Demonstrate active listening

31. Summary Meaningful communication can increase employee engagement: Motivate with goals Reward success Leverage and develop strengths Build trust and admiration Engagement Triggers Connection – Contribution -Credibility