1. Staff Engagement Leading 4 Life 2012

2. Empower others to improve the world

3. Factors for Driving Engagement Clear expectations for performance. Adequate materials and equipment. Ability to succeed in assigned roles. A supervisor who cares about his/her team. Co-workers who care about quality work. Opportunities to learn and grow.

4. An Engaged Worker Intrinsically motivated Committed to the ends of the organization

5. Igniting Engagement Difference between mere compliance and true cooperation

6. Provide effective and timely feedback on a consistent basis Performance assessments should be something that is an ongoing discussion not just once per year

7. Be aware of what items are the big sticking point for your staff Get input from all levels and departments Promote that you heard concerns and you are working towards improvement

8. Build an environment that… Encourages ideas Inspires others Balance between accountability and building an ownership mentality

9. Be direct and clear when speaking Speak less about obligation and more about promises Do not beat around the bush, be direct in your expectations

10. Great leaders make it personal Know your employees Find out what motivates each individual to do a good job, then capitalize on it Thank each employee for what they do

11. Seek out ideas from staff Engage staff in conversation when working Ask for input from their staff to identify areas of improvement You need to engage staff before they will become engaged

12. The most successful leaders… Hire smart and driven employees Are proud of employees’ success Support employees to grow and develop

13. Key to be a successful leader… Walking management Being visible Getting out of your office to engage staff

14. Muir’s Coercion Model Five Elements: Victim Victimizer Hostage Ransom Threat Sources: Karl Klockars (1985) Wm, Ker Muir (1977) “The Extortionate Transaction”

15. Applying the Coercion Model Victim Victimizer Hostage Ransom Threat Sources: Karl Klockars (1985) Wm, Ker Muir (1977) “Get in the car now, or I will take your ball away.”

16. Autonomy Purpose Mastery Dan Pink on “Heuristic” Motivation Source: Dan Pink, Drive

17. Measuring Engagement Retention Safety Customer Service Productivity Profitability Source: Gallup Q12 Summary

18. Clear expectations for performance Adequate materials and equipment Ability to succeed in assigned roles A supervisor who cares about subordinates Co-workers committed to quality work Opportunities to learn and grow Source: Gallup Q12 Summary Employee Engagement Drivers