1. Strategic Business Leadership Executive Education Seminar THE ENGAGING LEADER – PART ONE. Tim Reynolds, MLHR Executive Director, Walter Center for Strategic Leadership

2. “It’s Like A Brastemp!”

3. Personal Introduction Academic – Ohio University & Ohio State Work Experience – Twenty-Five Years in Human Resources, Talent and Leadership Development Companies Worked For - Whirlpool, Abbott Labs, Marathon Oil & Johns-Mansville Corporation. Passionate About – Developing Individual and Leadership Potential.

4. The Engaging Leader Objectives: 1.To understand the impact leadership can have on employee engagement. 1.To consider concepts and tools leaders can apply. 1.To practice building engagement through alignment, conversation and teaming.

5. The Work Of Leaders 5

6. Start Up Questions Are You Currently Leading Others? – Direct Reports – Through Influence What Challenges Are You Facing As A Leader?

7. What Is Employee Engagement? 7 Not employee happiness. Not employee satisfaction. The emotional commitment: – To Your Work – To Your Company – To Give Your Discretionary Effort

8. Does Employee Engagement Matter? Towers Watson 2012 Global Workforce Study — 32,000 employees across 30 countries — makes the most powerful, bottom line case to date! Towers Watson 2012 Global Workforce Study In 50 global companies, Towers Watson found: o Low Engagement = Avg. Margin < 10% o High Engagement= Avg. Margin > 14% 8

9. What Factors Impact Engagement? 1.Being Part of a Winning Organization. 2.Working for Admired Leaders. 3.Having Positive Working Relationships. 4.Doing Meaningful Work. 5.Gaining Recognition and Appreciation. 6.Living a Balanced Life. 9 Source: The Banff Centre

10. What People Say Are The Characteristics of The Most Admired Leaders: Honest Forward Looking Competent Inspiring

11. What Changes Are Impacting Our Ability to Engage Employees? 11 Economic Organizational Global Generational Technological Organizations have become flat, fast and adaptive to deal with change.

12. What Does That Mean For Leaders? According to Dr. Boris Groysberg, leaders must engage employees through “Organizational Conversation.” Leaders can create mental or emotional proximity. 12 Dr. Boris Groysberg, Professor of Business Administration, Harvard University

13. Proximity The state, quality, sense, or fact of being near or next; closeness. Physical proximity is becoming a challenge for leaders and employees Mental or emotional proximity appear to be the leadership opportunity

14. Emotional Proximity Is First Built Through Trust As a leader, how do you build trust? As a leader, how do you know people trust you?

15. The Engaging Leader Afternoon Sessions The Electric Maze Team Engagement Simulation. The Engaging Leader Toolbox – High Performance Teaming – Conversation – Alignment

17. The Electric Maze Developed by Dr. Richard Kimball, Action Learning Associates, Inc. Designed for experiential team learning in a complex simulation Used for both group and individual development Designed around the 3 Ts: Training, Teambuilding and Testing

18. Simulation Structure Overview 10 Min Strategy Session 7 Min Activity 12 Min Strategy Session 5 Min Activity12 Min Debrief15 Min

19. Rules Strategy Sessions (2) and Team Crossing Sessions (2) One Person at a Time on the Maze Full Team Rotation – all members must take a turn crossing the Maze One Square at a time – No Jumping Must Enter from the Front – No entry from the sides No Touching the Maze when someone is on it No use of paper, coins, etc. to highlight the trail No Talking once the scenario begins. Missteps Cost 1 dollar. You have $100 per team. All Members Must cross the Maze successfully – if not, the whole team goes back Written Material only in the Strategy Session

20. Debrief Questions Large Group: What Interesting things did you notice during the Maze? At your tables: What specific lessons will you take back and apply to your team. How will you do that?

21. Engaging Leadership Lessons Clear Vision and strategies are critical for “Alignment” Good leaders know when to be good followers Taking a step backwards is painful but often necessary Trust = Speed Team learning is having a “collective intelligence” that enables organizational learning Keep it simple Learning occurs when we take risks and learn from our failures and successes Fear of blame can waste time when facing uncertainty Fun and celebration creates learning and engagement

22. Teams that engage in healthy conflict… Have lively interesting meetings Put critical topics on the table for discussion Tackle issues “head on” Solve real problems quickly Minimize politics

23. The Engaging Leader: Building High Performing Teams Tammy Reynolds, MSILR

24. A little about me… Grew up in Pittsburgh, Pennsylvania Have two awesome sons and a husband Tim (who you met earlier) Have a big lovable dog Worked in industry for 20+ years, most recently with Whirlpool Corporation Joined Ohio University August 2012 Love the outdoors – skiing, biking, hiking, kayaking

25. Sources used for this presentation

26. The Good, the Bad, and the Ugly Discuss at your table: Think about your best team experience – sports, school, social organization, work place? What made it great? Now think of the worst team Why was it so bad?

27. What Is a Team? Groups whose members work on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills.

28. Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Invulnerability

29. Lack of Trust What are some examples of lack of trust on teams that you have experienced?

30. Building Teams that Trust

31. Steven Covey - Trust

32. Emotional Bank Account Steven Covey Group Exercise  At your tables, discuss deposits and withdrawals that you might make into the emotional bank account of someone you love  Next, discuss deposits and withdrawals that you might make with fellow teammates at work

33. Emotional Bank Account Steven Covey

34. Teams that trust… Admit weaknesses Ask for help Accept questions and input regarding their areas of responsibility Appreciate and tap into one another’s skills and experiences Offer and accept apologies

35. Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Artificial Harmony The Five Dysfunctions of a Team by Patrick Lencioni

36. Groupthink  When a group exerts extensive pressure on an individual to align his or her opinion with that of others.  You Tube

37. Fear of Conflict  Traditional view of conflict - the view that all conflict is bad and must be avoided.

38. Functional Conflict Conflicts that support a group’s goals and improve its performance.

39. Dysfunctional Conflict  Dysfunctional conflicts - conflicts that prevent a group from achieving its goals(typically interpersonal)

40. Relationship Between Level of Conflict and Level of Performance

41. Programmed Conflict  Devil’s advocacy  process of assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing  Dialectic method  process of having two people or groups play opposing roles in a debate in order to better understand a proposal

42. Teams that engage in healthy conflict… Have lively interesting meetings Put critical topics on the table for discussion Tackle issues “head on” Solve real problems quickly Minimize politics

43. Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Ambiguity The Five Dysfunctions of a Team by Patrick Lencioni

44. Lack of Team Commitment What does lack of commitment look like: “Fuzzy” goals, no clear direction Revisit discussions and decisions over and over again Encourages second guessing

45.  Social loafing - the tendency for individuals to expend less effort when working collectively than when working individually.

46. A team that commits…  Creates clarity around priorities  Moves forward without hesitation  Aligns the team members around common objectives

47. Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Low Standards The Five Dysfunctions of a Team by Patrick Lencioni

48. Avoidance of Accountability Encourages mediocrity Misses deadlines and key deliverables

49. Teams that hold each other accountable Ensure poor performers feel pressure to improve Identify potential problems quickly by questioning one another’s approaches

50. Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Status & Ego The Five Dysfunctions of a Team by Patrick Lencioni

51. Inattention to Results “The ultimate dysfunction of a team is the tendency of member to care about something other than the collective goals of the group.” (Lencioni, 2002) Rarely defeats competitors Encourages team members to focus on their own careers and individual goals

52. Teams that focus on results… Win! Retain achievement oriented employees Minimizes individualistic behavior Learn to subjugate individual egos and agenda for the good of the team

53. Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Status & Ego Low Standards Ambiguity Artificial Harmony Invulnerability The Five Dysfunctions of a Team by Patrick Lencioni

54. How healthy is your team? Referring to Lencioni’s model, determine how healthy your team is What does your team do well? What can it improve upon? What one thing will you commit to changing on your team?

55. THE ENGAGING LEADER – In Closing Tim Reynolds, MLHR Executive Director, Walter Center for Strategic Leadership

56. The Engaging Leader Objectives: 1.To understand the impact leadership can have on employee engagement. 1.To consider concepts and tools leaders can apply. 1.To practice building engagement through alignment, conversation and teaming.

57. What Factors Impact Engagement? 1.Being Part of a Winning Organization. 2.Working for Admired Leaders. 3.Having Positive Working Relationships. 4.Doing Meaningful Work. 5.Gaining Recognition and Appreciation. 6.Living a Balanced Life. 57 Source: The Banff Centre

58. What Changes Are Impacting Our Ability to Engage Employees? 58 Economic Organizational Global Generational Technological Organizations have become flat, fast and adaptive to deal with change.

59. What Does That Mean For Leaders? Leaders can create emotional proximity. Engagement is fostered through conversation that displays honesty, inspiration, a perspective of the future and knowledge in the present. 59 Dr. Boris Groysberg, Professor of Business Administration, Harvard University

60. Intimacy: Engaging Individuals Being Authentic Creating Trust Listening Well Getting Personal

61. Building Engagement Through Trust Buddy – Buddy High Relationship Low Results Standing For Greatness High Relationship High Results Off The Hook Low Relationship Low Results Driver Low Relationship High Results Source: Gap International

62. Interactivity: Engaging Through New Opportunities Promoting Dialogue Using Social Technology How Do You Message People?

63. Inclusion: Engaging Others In The Content Expand Employees’ Roles and Perspectives: Thought Leadership Storytelling Experiential Learning

64. Seven Engaging Conversations 1.Conversation for being related – relevance to another. 2.Conversation for possibility – standing for a future of possibility. 3.Conversation for opportunity – tactical language for achieving a possibility. 4.Conversation for action – specific who, what, when. 5.Conversation for breakdown – dealing with resistance. 6.Conversation for acknowledgement – genuine expression of appreciation. 7.Conversation for completeness –being whole.

65. Shaping Engaging Conversations 1.What is the conversation and for whom? 2.Create the Context (Possible questions to consider): 1.What is the context you want to create from this conversation? 2.What is your Stand for yourself? For them? 3.What is the experience or result you want to cause? 4.Are you thinking from “Something is Possible”? 3.What is Their World? What is Your World? In other words, think through the concerns, issues, challenges and worries of your audiences. How will you bridge their world with your conversation? 4.What is the intention you have for the conversation? 5.What are the specific outcomes you are committed to producing? 6.How do you wish to close your conversation?

66. Intentionality: Engaging The Organization Crafting the Agenda Taking a Stand for Possibility Building Alignment

67. Is your organization’s strategy being implemented? What One Action will you commit to doing to engage others in delivering the strategy of your organization?

68. As Leaders, We Need To Practice! Thanks For Engaging With Us.