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Staff Engagement

Staff Engagement. Leading 4 Life 2012. Empower others to improve the world. 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.

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Staff Engagement

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  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. AnEngaged 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 “The Extortionate Transaction” Sources: Karl Klockars (1985) Wm, Ker Muir (1977)

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

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

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

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

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