1. The Esteemed Agency: Managing Human Services Teams Week Fifteen

2. Topics Collaboration and Second-Order Cybernetics Appreciative Inquiry Employee Engagement Employee Reward & Recognition Odds & Ends

3. Collaboration and Second-Order Cybernetics 1 st Order Cybernetics 2 nd Order Cybernetics

4. Defining Collaboration “A collaboration is a purposeful relationship in which all parties strategically choose to cooperate in order to accomplish a shared outcome.” –Hank Rubin, President of the Institute of Collaborative Leadership

5. 5 Giving employees a voice Circle of influence Employee-driven staff meetings Give employees a 'voice' through: –consultative bodies, –regular appraisals, –attitude surveys and –grievance systems. Where there is no opportunity to voice dissatisfaction, employees are left with resentment, acting out, or resigning

6. 6 Eight Assumptions of Appreciative Inquiry 1. In every society, organization, or group, something works. 2. Reality is created in the moment, and there are multiple realities. 3. What we focus on becomes our reality. 4. The language we use creates our reality. 5. The act of asking questions of an organization or group influences the group in some way. 6. People have more confidence and comfort to journey to the future (the unknown) when they carry forward parts of the past (the known). 7. If we carry parts of the past forward, they should be what is best about the past 8. It is important to value differences

7. Employee Engagement Destructive Silence Discretionary Effort

8. 8 Employee Engagement Top Ten Supervisor Characteristics to Engage Employee Discretionary Effort 10. Encourages and Manages Innovation 9. Accepts Responsibility for Successes and Failures 8. Breaks Down Projects into Manageable Components 7. Helps Find Solutions to Problems 6. Puts People in the Right Roles at the Right time

9. 9 Employee Engagement Top Ten Supervisor Characteristics to Engage Employee Discretionary Effort 5. Sets Realistic Performance Expectations 4. Clearly Articulates Organizational Goals 3. Adapts to Changing Circumstances 2. Demonstrates Honesty and Integrity 1. Commitment to Diversity »Source: Corporate Leadership Council 2004 Employee Engagement Survey

10. 10 Employee Engagement Collaborative Supervisor Characteristics Articulates a Long-Term Vision for the Future Cares About Employees Defends Direct Reports Encourages Employee Development Inspires Others

11. 11 Employee Engagement Collaborative Supervisor Characteristics Is Friendly and Approachable Is Open to New Ideas Listens Carefully to Views and Opinions Trusts Employees to Do Their Job Values Work-Life Balance of Employees »Source: Corporate Leadership Council 2004 Employee Engagement Survey

12. 12 Employee recognition – rewarding your best people. Identify the people who are critical to helping you grow your business. Determine what incentives are most important to your key people. List all of the reward programs that currently exist in your company. Match the reward to the person. Match the reward to the achievement. Be timely and specific.

13. Odds & Ends 360 o Evaluations Complaint Accountability System Butterfly Days “Stay” Interviews

14. Example of a Stay Interview I know what is expected of me at work I have the materials and equipment I need to do my work right At work, I have the opportunity to do what I do best every day In the last seven days, I have received recognition or praise for doing good work My supervisor, or someone at work, seems to care about me as a person There is someone at work who encourages my development

15. Example of a Stay Interview At work, my opinions seem to count The mission or purpose of my company makes me feel my job is important My associates or fellow employees are committed to doing quality work I have a best friend at work In the last six months, someone at work has talked to me about my progress This last year, I have had opportunities at work to learn and grow.