Proposals, feedback process, and why dogs are wiser than you.
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How to increase employee engagement? New science for practitioners
Recently I was asked to speak at the Human Resource conference for the State of Tennessee. They wanted four sessions on “How to increase employee engagement.”
The content and videos are located here.
Here is the session description:
Studies continue to show that employee engagement in the workplace remains low- around the 30% range. Low levels of employee engagement have a negative impact on achieving organizational goals, and create a workplace that does not encourage high performance. During this session, we will answer the three key questions of employee engagement: 1) What do we know from evidence-based science? 2) How can I apply that science to increase my personal level of engagement? 3) How can I improve the engagement levels of others? This course introduces a new model based on positive psychology practices, called the AD-FIT%TM model, that you can apply immediately.
This course provides leaders at all levels with an introduction into the science and practice of employee engagement. Any manager or leader with a growth mindset can apply this course content to lead individual, group or organizational change in your business. This content has been distributed to thousands of leaders in governments, private and nonprofit organizations, as well as individuals.
The content of this course is gleaned from thousands of our leadership consulting clients since 1997, and the presenter’s dissertation research on positive psychology.
The goal of this course is to introduce leaders like you to world-class techniques so that you gain competitive advantage.
Learning objectives:
- Recognize key variables that influence employee engagement
- Discover how to measure employee engagement
- Identify how to increase individual employee engagement
- Identify how to develop organizational employee engagement
Please contact us for the handout before viewing the video section of this course.
The content and videos are located here.
Action leads to learning. What are you waiting for?
To contact Doug Gray, CEO, PCC, call 615.236.1892 or contact us here. Today.
Primal Quest 2006, Utah, Team Action-Learning.com, podium finish
For 10+ years I led wilderness expeditions and teaching groups and providing individual leadership coaching for Outward Bound Schools in 3 countries. Each expedition was a microcosm of values and behavior. The photo above represents an extension of those skills.
In 2006, I raced on a 10-day expeditionary adventure race, called Primal Quest. Our team of four traveled continuously together, over 600 miles, mountain biking, trail running, climbing, rappelling, canyoneering, kayaking, and river swimming through the wilderness near Moab, Utah. We finished and were featured on CBS Sports. Hence, the image reminds me of a good team experience.
Our primary team goal was to cross the finish line, and our secondary goal was to remain good friends. We accomplished each goal.
Now let me pose a leadership coaching question: How do you measure excellence for your team?
Team Action-Learning.com included Doug Gray (captain), Bill Jordan (hoss), Jennifer Rinderle (sparkplug) and Steve Deis (lead navigator).
In 2004 we finished Primal Quest Washington.
In 2008 we finished Primal Quest Montana. Then we rested. Because we were tired.
What are you waiting for?
We all need coaching at times. Call Doug Gray, PCC, at 615.905.1892 today.
Download this list of services and investment levels now:
Wondering If You Are a Good Fit For Your Organization?
Recently 4 people have asked me that question. There may be something in the air, like ignorance or fear. Here is a quick model for you to determine if you are a good fit for your organization.
The Competing Values Framework (CVF)
Models provide cognitive maps or useful images for self-assessment and consulting. For instance, the competing values framework defines four boxes from two continua: flexibility or control, and internal or external focus (Cameron, 2008). The result is a simple diagnostic model that can be used to assess your organizational culture (see Figure 1).
Figure 1: The Competing Values Framework (Campbell, 2008)
As you read the following descriptions ask yourself these 3 questions:
- What quadrant best describes my organization’s values?
- What quadrant best describes my individual values?
- How can I re-design my life to work in an organization that supports my values?
Organizations with high flexibility/discretion and high external focus and differentiation are adhocracy oriented. These organizations are dynamic, entrepreneurial, people take risks, and they value innovation and experimentation. Leaders in an adhocracy are visionary, risk-tolerant, and innovative. The adhocracy organizations value experimentation, readiness to change, growth, acquisitions, and new products and services. Examples include technology-based disruptors such as Uber, Airbnb, Virgin. The key word is “create.”
Organizations with high stability/control and high external focus and differentiation are hierarchically oriented. These organizations favor structure, coordination, efficiency, and stability. Leaders in a hierarchically-oriented organization are good coordinators, organizers, and efficiency experts. The hierarchical organizations value stability, predictability, efficiency, rules, and policies. Examples include Bank of America, Community Health Systems(CHS), and Hospital Corporation of America (HCA). The key word is “control.”
Organizations with high internal focus/integration and high stability and control are market-oriented. These organizations are results-oriented, value competition, achievement, and performance. Leaders in a market-oriented organization are hard-driving producers, directors, and competitive. They value winning, increased market share, achieving goals and targets, and rewards. Examples include Merrill Lynch, insurance salespeople, and car salespeople. The key word is “compete.”
Organizations with high internal focus/integration and high flexibility/discretion are very personal places, like an extended family, where participation, mentoring and nurturing are encouraged. The leaders in clan-oriented organizations are coaches, mentors, or parent figures. These organizations value loyalty, tradition, collaboration and teamwork. Examples include the United Way, most churches, most nonprofits. The key word is “collaborate.”
So where is your organization? Where are your individual values? These opposite and competing assumptions are useful descriptors of dominant orientations and value sets. But they do not determine behavior. You determine behavior, when you make your choices. Your individual values do not change.
The key executive coaching question is: How can you re-design your life to work in an organization that supports your values?
Frankly, that is why people hire an external consultant as an executive coach. Once we know an organizational culture, then we can predict your individual effectiveness, success of a merger or acquisition, and your individual quality of life.
Then get in touch with me, your Nashville-based leadership and executive coach, at 615.905.1892 or schedule a complimentary leadership coaching session to discuss how you learn best. As your leadership coach, I strive to provide you with the tools to create an impact, rally optimistic coworkers and comrades, as well as maximize group and individual productivity and creation.
What are you waiting for?
Download this list of services and investment levels now:
Reference:
Cameron, K, (2008). A process for changing organization culture. In T. Cummings (Ed.), Handbook of organization development (Ch 5). Thousand Oaks, CA: Sage Publications
Do you learn more from success or failure?
Think of a recent example of success in your experience, and an example of failure in your experiences. Then consider the following formulas:
Learning from success
Our accomplishments certainly define us; look at any profile on LinkedIn or your net profits from last year. And there is plenty of support for successful leaders, in western cultures, that value heroic leadership. Those examples range from Jeff Bezos to Mark Zuckerberg to the popularized leaders in this month’s Forbes or Inc. magazines. That focus on heroic leadership may reflect hierarchical beliefs such as “the boss is the super-leader” or our team is “too big/smart to fail.” Heroic leaders exist in most cultures, as described by Campbell (1988). However, excessive success can lead to hubris. Success can endanger a leader, especially if they lose the ability to consider multiple perspectives. I have witnessed examples from previous executive coaching, management consulting, and leadership training clients who have lost their focus on a corporate vision. Successful leaders often need external coaches to speak truth to power.
Learning from failure
Failures also define a leader’s character. We recall our failures from 8th grade and from last month. Some leaders post a list of failures in the hallway as a public reminder. Did you know that we recall failures longer than we recall successes, and that the memories of those failures are located in the oldest part of our brain where we process emotions? Last week I participated in a fascinating webinar on “Coaching the post-heroic leader,” led by Jeff Hull at Columbia University. That webinar focused on recent studies describing adaptive leaders who are comfortable working in a fluid, networked, virtual world that supports failure. The lean startup movement described by Reis (2011) and the disruption models (Christianson, 2011) encourage failing fast, and failing often in order to gain a competitive advantage. From a systems thinking perspective (Senge, 2006), failure can provide an external stimulation that helps leaders stay true to their values and character. Leaders who are failing at one behavior may need external coaches to teach them additional tactics and strategies.
Your Consultant’s Conclusions:
My tentative conclusion is that leaders are in greater danger from success, than from failure. But my conclusion is less important than yours.
Ask yourself these leadership coaching questions:
- What have I learned in the past month?
- How do I know that I have learned that?
- What do I need to learn in the next 6 months?
Then call me at 615-905-1892 today, or schedule a complimentary leadership coaching session to discuss how you learn best. As your leadership coach, I strive to provide you with the tools to create an impact, rally optimistic coworkers and comrades, as well as maximize group and individual productivity and creation.
What are you waiting for?
Download this list of services and investment levels now:
References:
Campbell, J. (1988). The Power of Myth. New York: Doubleday.
Christensen, C.M. (2011). The innovator’s dilemma; The revolutionary book that will change the way you do business. New York: Harper Business.
Reis, E. (2011). The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. New York: Crown Business.
Senge, P. M. (2006). The Fifth Discipline: the Art and Practice of the Learning Organization. Random House/Currency.
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