1. Strategic Business Leadership Executive Education Seminar THE ENGAGING LEADER – PART ONE Tim Reynolds, MLHR Director, Walter Center for Strategic Leadership April 2014

2. “It’s Like A Brastemp!”

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

4. Session Objectives: 1.To understand the impact leadership has on employee alignment and engagement. 1.To consider some concepts and tools for having an intentional leadership conversation. 1.To practice building a collective intelligence through leadership.

5. What leadership conversations are you having in your organization? What business results are these conversations delivering?

6. Employee Engagement 6 Does not mean employee happiness. Doesn’t mean employee satisfaction. Is the emotional commitment: – To Your Work – To Your Company – To Give Your Discretionary Effort

7. Engagement Research 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% o Highest “Sustainable Engagement” had average one- year operating margin of 27% o “Sustainable Engagement” is a focus on physical, emotional and social well-being. 7

8. Major Factors That 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. 8 Source: The Banff Centre

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

10. What Changes Are Impacting Your Ability To Lead? 10 Economic Organizational Global Generational Technological Organizations have become flat, fast and adaptive to deal with change.

11. 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. 11 Dr. Boris Groysberg, Professor of Business Administration, Harvard University

12. 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

13. The Role Of Trust How do you personally extend trust to others? How do you know if they trust you?

14. Intimacy: Engaging Individuals Being Real Gaining Trust Listening Well Getting Personal

15. 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

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

17. Inclusion: Engaging Others In The Content Expanding Employees’ Roles: Brand Ambassadors Thought Leaders Storytellers

18. 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.

19. Is your organization’s strategy being implemented? How are you intentionally conversing strategy into results?

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

21. 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?

22. Going Forward Conversation Occurs in Every Organization. As a Leader, how will you engage? Engaging Leadership Is Your Conversation!

24. Leaders Need A Place To Practice! 24

25. 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

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

27. 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

28. Debrief Questions What Interesting things did you notice during the Maze? What are the parallels to Leadership? Teaming? Work? What was your major learning from the Maze?

29. Leadership Learning Team Learning hinges on “Alignment” and “Shared Mental Models” Clear Vision and Mission are critical for “Alignment” Trust = Speed Team learning is having a “collective intelligence” that enables organizational learning Complex communications can break down Learning occurs after decisions, a consequence and some reflection Fear of blame can waste time when facing uncertainty As Leaders, we must recognize the patterns that create success.

30. Strategic Business Leadership Executive Education Seminar THE ENGAGING LEADER II – BUILDING HIGH PERFORMING TEAMS Tammy Reynolds, MLHR April 2014

31. 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

32. Sources used for this presentation

33. 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?

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

35. Tuckman’s Stages of Team Development

36. Team Dynamics  Groupthink - when a group exerts extensive pressure on an individual to align his or her opinion with that of others.  Social loafing - the tendency for individuals to expend less effort when working collectively than when working individually.

38. Groupthink http://www.youtube.com/watch?v=mWoFQAqeZnQ

39. Mini Case Instructions: 1. Take a few minutes to read the case individually and answer the 3 questions 2. Discuss at your table 10 minutes and try to reach agreement on the 3 questions 3. Prepare your response and elect a spokesperson for the group 4. Review as a large group

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

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

42. Building Teams that Trust

43. Steven Covey - Trust

44. 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

45. Emotional Bank Account Steven Covey

46. Other ways to build trust on teams Share styles, strengths and personality differences Get to know each other outside of work

47. 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

48. 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

49. Fear of Conflict  Traditional view of conflict - the view that all conflict is bad and must be avoided. Conflict - perceived incompatible differences that result opposition.

50. Functional Conflict Conflicts that support a group’s goals and improve its performance. – Task conflict - conflicts over content and goals of the work. – Process conflict - conflict over how work gets done.

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

52. SO, IS CONFLICT ALWAYS A BAD THING? Clearly Not

53. Relationship Between Level of Conflict and Level of Performance

54. Five Conflict-Handling Styles  Avoiding - “Maybe the problem will go away”  Accommodating – “Let’s do it your way”  Forcing – “You have to do it my way”  Compromising – “Let’s split the difference”  Collaborating – “Let’s cooperate to reach a win-win solution that benefits both of us”

55. 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

56. 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

57. 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

58. 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

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

60. 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

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

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

63. 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

64. 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

65. 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

66. 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

68. 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?