Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (12)
Similar to John Smythe, Engage for Success International - November 2013
Similar to John Smythe, Engage for Success International - November 2013 (20)
Recently uploaded
Recently uploaded (20)
John Smythe, Engage for Success International - November 2013
- 1. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement The Power Paradox – the biggest disabler of employee engagement Tips from John Smythe at the International group 19 11 13 (see also notes pages) IP Engage for Change 2013 1
- 2. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Do they need an engagement plan? 2 IP Engage for Change 2013
- 3. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement They don’t either
- 4. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement All you need is….. shared purpose + values
- 5. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement What’s new?.................................Why now? 5
- 6. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Why now for employee engagement? 1 Loyalty for security Transactional relationship 2 Velvet revolutions Democratic capitalism 3 Power over knowledge Digital flattens hierarchy 6 IP Engage for Change 2013
- 7. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Generalists solve complex problems - crowd sourcing has been around for ever 7
- 8. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Tip:0 Best leaders are brilliant facilitators; they ripen conversations and know when to close
- 9. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement March 18, 2022 9 Tip 1: Pilot with the risk takers, if you can find one! Jim Schiro Lloyd Blankfein Bob Charlton Ted Burke Valerie Scoular Patrick O’Sullivan Val Gooding
- 10. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Tip 2: Facilitate leaders’ choice to be God or Guide
- 11. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Tip 3: Assess C suite’s capability to engage – top team is always the blocker
- 12. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Tip 4: Agree what is set in stone, and the invitation to challenge and contribute by other levels IP Engage for Change 2013 12
- 13. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Employees need the same view / data / experience as decision makers at the front of the train Better still let them collect it Tip 5: Complete transparency of data
- 14. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Tip 6: Getting people into the breakthrough zone 14 Daily operations, transactional responses Good for surviving Bad for breakthrough Flight, Fight BREAKTHROUGH ZONE 1 hour recovery Needs dynamic experiences over some hours Enough!
- 15. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Tip 7: Make progress visible to celebrate & shame 15 … plus a detailed reporting of savings within each business unit Additional revenues plus cost savings …..plus detailed programme impact reporting by Business Unit Department
- 16. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 16 Tip 8: Plan post intervention delivery in parallel with the intervention…..
- 17. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 17 Avoid “too knackered to think about it now syndrome”
- 18. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Tip 9: Challenge firmly held presumptions about culture barriers
- 19. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement March 18, 2022 19 Tip 10: You can’t spray Employee Engagement placebos onto Command and Control leadership styles
- 20. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Sydney 20
- 21. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Spain: "compromiso de los empleados“ Netherlands: “betrokkenheid van medewerkers” Germany: “Mitarbeiterengagement” Brazil: “Engajamento dos empregados“ Poland: “Zaangażowanie pracownika” Thank you Adina Lucca
- 22. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement Date of presentation Insert filename here 22 1 22 johnsmythe@engageforchange.com www.engageforchange.com Since 2004
Editor's Notes
- The movement is going ballistic thanks to David and Nita and all of you and the 1000 + people involved in Engage for Success + people at work who do extraordinary things often in challenging or awful conditions.The c suite is starting to get it and the city may be about to as well as it twigs there’s a selfish value benefit for investors. And there is huge International interest too. Today we have people from Germany, Spain, Belgium, Romania, Ireland +?– by this time next year when the International group has reached out half this room will be from other countries and cultures. To frame our World Café experience I thought I would ask a few questions and pass on a few tips provided to me in the course of our work in Strategy through People. All of you could fill this slot with your wisdom…happily the World Café format in a few minutes will give us all lots of air time..
- Greenpeace and MSF. All they need is shared PURPOSE AND values.We are part of this magnificent force for good at work …a force that has come from pretty much nowhere to being a conversation that many want to participate in.But although it might feel like something new ..EE has been around with different labels since human kind learnt to collaborate to survive and thrive. Every effective and follow-able leader has been generous with her time, attention and skilled involvement of others in decision making. General sir Mike Jackson reminded me that mission command is the military version of mutuality in decision making. Nelson would have had plenty to add
- to this group today having been in the practice of having his captains rowed out to c0-create battle plans on the eve of action. Looking back, to the last century we saw the rigid approaches of Taylorism which esposed the virtues of standardisation and Command and control challenged by McGregor’s y theory, Oucho’s Z theory & the 1990’s Empowerment movement. All failed to usurp C&C…will E (employee engagement) theory displace authoritarian, hierarchical capitalism & replace with it more mutual capitalism? Time will tell but there are three factors that were not fully present in the last century..
- The Russians and the Egyptians made it clear that they did not want to get shot of authoritarian regimes to work in authoritarian corporations …long as it might take.It’s great to see so many companies now experiment with EE…some of it really does reach down and some is turbo charged communication. It is up to people like us to make it safe for leaders to cede some power without it leading to anarchy…tip number one is looking for the C suite sponsor who has confidence, an adventurous streak and are the greatest facilitators …letting the conversations ripen but closing before they moulder..they are the ring meisters..
- They are often hard to spot tho….
- than God…part of the problem is that many of our C suites are stuffed with Boomers and Gen Xers, who have grown up successfully under C+C and can be unaware that there is a CHOICE – Didier had never thought about the choice. In North Korea you don’t talk about the CHOICE. And some maybe many, even most don’t really want to address the paradox of power…if you keep it to yourself, you’ll never get the best ideas and energy from your people. THE POWER PARADOX is the biggest barrier to real engagement
- Finally let’s be careful not to fall into the trap of camouflaging command and control with sugary employee engagement ‘magic spray’ like:Turbo charged top down communication masquerading Learnt behavioural performances which don’t lastPresentational concessions to mutuality:Dress codesFirst namesOpen doors/walking floorsCharm offensives by leadersThere has to be a tectonic shift towards mutual leadership styles ….ok let’s go international…
- Thanks Adina for these and more…