The Key To Success:

Building Employee Engagement to

Achieve Superior Results
Peter Lee
Bob Hancox
Dave Koot

Creating People Centred Workplaces

Workshop Outline
Overview what it takes to create
employee engagement at work
and how to apply to your specific
work situation.
Learn how business coaching skills
can help create engagement with
your staff.

Creating People Centred Workplaces

Agenda
Introductions (5 minutes)
Presentation (20 minutes)
Application using Business
Coaching (25 minutes)
Wrap-Up (5 minutes)

Creating People Centred Workplaces

Question:
What do you notice, as you pull up
to a pick-up game of football, and
the teams and the spectators are
fully engaged?

Creating People Centred Workplaces

Presentation Overview
I.
II.
III.
IV.

People Imperative
Harsh Reality
Mountain Climbing 12 Questions
Four Keys For Managers

Creating People Centred Workplaces

I. People Imperative

Creating People Centred Workplaces

People Are Important

The collective capability of your
workforce is a:

source of competitive advantage

unique characteristic that cant be copied

Creating People Centred Workplaces

Engagement Impacts Results

Results

Customer loyalty
Employee retention
Safety
Productivity
Profitability

a
g
En

d
e
g

ce
r
fo
k
or
W

ce
r
o
f
k
r
o
Typical W

Time
Creating People Centred Workplaces

The Business Case (1)

Engaged workforces produce above
average:

Customer loyalty (56% above average)

Employee retention (44%)
Safety records (50%)
Productivity (50%)
Profitability (33%)
Source: 1999 Gallup research results

Creating People Centred Workplaces

The Business Case (2)

Total return to shareholders over a five
year period:

Companies with strong engagement = 64%

Companies with weak engagement = 21%

Source: 2001 Watson Wyatt study involving 750 companies

Creating People Centred Workplaces

II. The Harsh Reality

Creating People Centred Workplaces

Typical Business Operates At 1/3

Of Its People Potential
16%
29%

Engaged
Employees
Not Engaged
Employees
Actively
Disengaged
Employees

55%
Source: October 2000 Gallup Survey
Creating People Centred Workplaces

Engaged Employees
Have a passion that drives them to:

Build and innovate

Find new and more effective ways to accomplish

their roles

Move the organization forward

Creating People Centred Workplaces

Not Engaged Employees

Stuck in low-risk, low-commitment mode
Don't feel a connection with or from their
company, manager, or coworkers
Don't feel a sense of achievement
Become fixated on the activities of their
roles instead of the outcomes
Are just concerned about doing the
minimum they need to do to get by

Creating People Centred Workplaces

Actively Disengaged Employees

Are the "cave dwellers

Consistently Against Virtually Everything.

Are busy acting out their unhappiness

Every day undermine what their
engaged coworkers accomplish

Creating People Centred Workplaces

What does the chart look like for

your company?

Engaged
Employees
Not Engaged
Employees
Actively
Disengaged
Employees

Creating People Centred Workplaces

III. Mountain Climbing

Twelve Questions
Creating People Centred Workplaces

Base Camp:
What is expected?
1. Do I know what is expected of me at
work?
2. Do I have the materials and equipment
I need to do my work right?

Creating People Centred Workplaces

Camp One:
Am I good at my job?
3. At work, do I have the opportunity to
do what I do best every day?
4. In the last seven days, have I received
recognition or praise for doing good
work?
5. Does my manager seem to care about
me as a person?
6. Is there someone at work who
encourages my development?
Creating People Centred Workplaces

Camp Two:
Do I belong here?
7. At work, do my opinions seem to
count?
8. Does the mission/purpose of my
company make me feel my job is
important?
9. Are my co-workers committed to
doing quality work?
10. Do I have a best friend at work?
Creating People Centred Workplaces

Camp Three:
Am I still learning?
11. In the last six months, has someone
at work talked to me about my
progress?
12. This last year, have I had
opportunities to learn and grow?

Creating People Centred Workplaces

The Summit
You are good at what
you do
You know the
fundamental purpose of
your work
You are always looking
for better ways to fulfill
that purpose
You are fully engaged

Creating People Centred Workplaces

IV. Four Keys For Managers

Creating People Centred Workplaces

Perceived Keys To Engagement

Companies typically focus on
compensation and benefits to establish
themselves as employers of choice
Competitive compensation and benefits
dont produce an engaged workforce

No difference to the best, most productive

employees and workgroups
Doesnt explain job satisfaction

Creating People Centred Workplaces

Great Managers Create

Engagement
The single most important determinant
of individual performance is a person's
relationship with his or her immediate
manager
Without a strong relationship with a
manager who sets clear expectations,
knows you, trusts you, and invests in
you, you're less likely to stay and
perform
Creating People Centred Workplaces

Core Activities For Managers

1.
2.
3.
4.

Select a person
Set expectations
Motivate the person
Develop the person

Creating People Centred Workplaces

What Great Managers Know

People dont change that much.
Dont waste time trying to put in
what was left out.
Try to draw out what was left in.
That is hard enough.

Creating People Centred Workplaces

 Select A Person
3. At work, do I have the opportunity to do what
I do best every day?
Typical Managers
Based on
experience,
intelligence, and
determination
Creating People Centred Workplaces

Great Managers
Based on talent,
plus

Set Expectations
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need
to do my work right?
Typical Managers

Great Managers

By defining the right

steps

By defining the right

outcomes

Creating People Centred Workplaces

 Motivate The Person

4. In the last seven days, have I received
recognition or praise for doing good work?
5. Does my supervisor, or someone at work,
seem to care about me as a person?
Typical Managers
By helping the
person identify and
overcome
weaknesses
Creating People Centred Workplaces

Great Managers
By focusing on the
persons strengths

 Develop The Person

5. Does my supervisor, or someone at work,
seem to care about me as a person?
6. Is there someone at work who encourages my
development?
Typical Managers
Help the person
learn and get
promoted

Creating People Centred Workplaces

Great Managers
Help the person find
the right fit

Four Keys

Select for Talent

Set expectations Define the right

1. Select a person
2.

3. Motivate the
person
4. Develop the
person

Creating People Centred Workplaces

outcomes

Focus on strengths
Find the right fit

Applying The Four Keys

The core of a strong and vibrant
workplace can be found in questions
one to six
Focus time and energy on meeting
employees needs at base camp and
camp one
Securing high marks to these questions
is one of a managers most important
responsibilities
Creating People Centred Workplaces

Managers Balancing Act

Set consistent
expectations

Treat each person

differently

Ensure each
person is in a
role that uses
his talents

Challenge each
person to learn
and grow

Care about
each person
and praise
each person
Creating People Centred Workplaces

If necessary,
terminate a person
you have cared
about and praised

and What About You?

Are you taking care of YOU!
Are you engaged?

Creating People Centred Workplaces

The Power of Full Engagement

Old Thinking

New Thinking

Manage Time

Manage Energy

Avoid Stress

Seek Stress

Life is a marathon

Life is a series of sprints

Downtime is wasted

Downtime is productive

Rewards fuel
performance

Purpose fuels
performance

Self-discipline rules

Rituals rules

Source: The Power of Full Engagement Loehr & Schwartz

Creating People Centred Workplaces

Principle #1
Full engagement requires
drawing on four sources of
energy:
1. Physical
2. Emotional
3. Mental
4. Spiritual
Source: The Power of Full Engagement Loehr & Schwartz
Creating People Centred Workplaces

Principle #2
Capacity diminishes both with
overuse and under use
balance with intermittent energy
renewal.

Source: The Power of Full Engagement Loehr & Schwartz

Creating People Centred Workplaces

Principle #3
To build capacity, push beyond
normal limits
training in the same systematic way
that elite athletes do.

Source: The Power of Full Engagement Loehr & Schwartz

Creating People Centred Workplaces

Principle #4
Positive energy rituals highly
specific routines for managing
energy are the key to full
engagement and sustained high
performance.

Source: The Power of Full Engagement Loehr & Schwartz

Creating People Centred Workplaces

High Performance Pyramid

Rituals
Rituals

Spiritual
Capacity
Mental Capacity

Rituals

Emotional Capacity
Physical Capacity

Source: The Power of Full Engagement Loehr & Schwartz

Creating People Centred Workplaces

Summary
Companies that engage people significantly
outperform companies that don't
A great place to work = environment where
employees can respond positively to the 12
questions
Most important determinant of individual
performance is a person's relationship with his
immediate manager
Take care of YOU!
Dont be typical!
Creating People Centred Workplaces

Coaching Defined:
At Tekara, we define Executive
Coaching as a facilitative one-to-one,
mutually designed relationship between
a professional coach and a client who
wants and requires support in
developing their leadership capability in
order to help them achieve their own
personal vision and the goals and
objectives of their organization.
Creating People Centred Workplaces

Coaching Defined:
Coaching is a proven process that
clearly focuses on the attitudes
and activities that hold the
greatest potential for success in
business.

Creating People Centred Workplaces

Four Coaching Categories:

Coaching
Coaching
Coaching
Coaching

for
for
for
for

Skills
Performance
Development
an Executives Agenda

Which one would you gravitate to?

Creating People Centred Workplaces

Coaching:
About 6 out of 10 organizations (59%)
currently offer coaching or other
developmental support to their
managers and executives. Another
20% of the organizations said that they
plan to offer such coaching within the
next year.
Manchester Inc. Survey

Creating People Centred Workplaces

Coaching Demo:

What is one key learning or

insight regarding engagement that
you would like to develop?

Creating People Centred Workplaces

Wrap-Up
What key learning or insight are
you taking away today?
Draw for books
Tekara Organizational
Effectiveness Inc. Services
Creating People Centred Workplaces