1. Essentials to Better Leadership & Employee Engagement /

2. Introduction What determines and impacts levels of Employee Engagement? The primary driver is the relationships the workforce has with their peers and managers - the personal acknowledgement of, involvement in and recognition for their contributions. That is what makes people go the extra mile.  Salary, benefits and an occasional free pizza do little to boost discretionary effort. When an employee feels special, they act special. What is Leadership’s Role in this? Leadership is most effective when viewed as a partnership between the leader and the led. A good manager champions, mentors and is involved in activities that build trust, moral and teamwork.  Don’t assume that others have the same needs, values and motivations as you. Don’t treat people as YOU want to be treated. Treat employees as individuals, engage in feedback and help get their needs met. Above all, make them feel special. /

3. The 7 Essentials? Feel Valued, appreciated and rewarded Are approachable, open to new ideas and opinions from others Look forward to receiving and giving regular feedback Feel engaged with the organization and its people and take ownership for their needs Manage their workplace relationships successfully and see the value of differences Are driven and motivated from within Can disagree with colleagues while keeping rapport and not resort to conflict Our 20+ years of experience working on people issues within a diverse range of organizations shows that happy, productive staff: /

4. Feeling Valued When significant people in our lives listen, value our contribution and reward us appropriately, we feel valued. This impacts our sense of self-worth and self-esteem, creating a positive self-image allowing us to work to our full potential. High Self-Esteem is the fuel that drives Performance. Provide people with work that matches their needs, skills and abilities Ensure staff have the opportunity to do what they do best, every day Whenever possible, allow employees a high degree of autonomy in how they perform their tasks Take people seriously, ask for their opinion and listen! Praise and thank people for their good work – publicly or privately depending on their preference Provide training and development that enhances employees’ skills and capabilities Encourage staff to take ownership for their self-worth levels, and suggest ways in which they would feel more valued /

5. Openness Being open is the ability to talk freely (yet respectively and constructively) about needs, feelings and concerns. It’s about being able to discuss the (previously) undiscussable. It is also about being receptive to new ideas, questions and feedback that are at the heart of a collaborative workforce. Regularly ‘walking the job’ and talking to employees about their work and the problems they are experiencing. Then take action swiftly Set up regular meetings to communicate organizational information and to obtain employees ideas and feedback. All ideas should recognized and good ideas rewarded Hold regular meetings with employee representatives to listen to and act on concerns Establish a regular communication mechanism (e.g. newsletter) that mixes business with social, personal and family news Start a Suggestion Scheme and implement good ideas Ask staff “What needs to happen for this organization to feel even more open?” /

6. Feedback Feedback is about sharing your reactions to another person’s ideas, feelings or behavior. It is not about assigning blame, criticism or passing judgement. It is a way of letting someone know to what extent he or she is furthering the objectives of the business. It is probably the most powerful (yet least and incorrectly utilized) management skill. Incorporate a feedback session into all meetings Be approachable and have time for people’s issues Ask your managers and colleagues for feedback “How much do you feel I understand you?” 0 – 10 “How much do you feel I meet your needs?” 0 – 10 “How much do you feel I am getting it right for you?” 0 – 10 Show you value this feedback by problem-solving on the issues rather than attempt to justify, blame or criticize Ask for feedback on how you gave or received the feedback When there is a need to discuss poor work, do this in private /

7. Motivation Motivation is the inner desire to act and can usually be reduced to some form of self-interest. The greater the perceived benefit, the harder someone is likely to work. There is no universal source of motivation. Some want recognition, others want reward, while others may want more responsibility. Money is NOT the big motivator that many think it is. Provide work that people find interesting, stimulating and matches their values Provide a working environment that meets the needs of each individual employee Ensure that people have the opportunity to do what they do best every day Ask people how much they currently feel motivated (0 - 10) and how this can improve See motivating others as the ‘job’ of everyone - not just managers Educate people to recognize and respond to the motivation needs of the different personality types Provide feedback, encouragement, praise and appropriate rewards Allow people to participate in training that develops their capabilities; /

8. Managing Differences Difference Management is respecting the diverse needs of people and relating to them in ways they find rewarding. When handled skillfully, differences actually become complementary strengths that can be harnessed for the good of the individuals and lead to even greater success for the team and overall organization. Get the team focused on a challenging goal and how the differences actually contribute to this goal being achieved Ask individuals to note their strengths and how the team benefits from these – share in a team meeting Provide training that will help people to understand their own and other’s needs, wants and style Encourage people to take ownership for letting others know how they need to be treated Publish a ‘Code of Conduct’ (or similar) so everyone knows what behavior is expected and what behavior is undesirable /

9. Ownership Ownership means taking personal responsibility for getting needs met and producing results rather than expecting mangers to know those needs and how to meet them for each employee to be a success. Ownership involves initiative, drive and belief in oneself. Adopt a ‘learning organization’ culture, where everyone feels confident in contributing to the goals of the company and developing their own work in the most effective way Ensure new ideas and initiative are encouraged and valued, and effective new ways of working are celebrated and rewarded Help employees realize that when they complaining about someone behind their backs they are not taking ownership for talking about their needs to that person If someone complains to you about a third person, remind them of the above point and/or ask if they need support to talk to the person concerned Encourage managers to become coaches and mentors….and to recognize and develop the talent in their people /

10. Minimizing Conflict Conflict in the workplace happens when individuals satisfy their needs at the expense of their fellow employees. Colleagues can deny your needs without realizing they are doing so – it may not be their intention to cause conflict. Conflict usually starts and grows because of a judgmental mindset and a clumsy use of language. Ensure everyone understands the organization’s goals and methods of working Provide communication skills training so that every member of staff can learn to understand one and other and relate skillfully - Teach people how to debate, challenge and argue skillfully In difficult conversations talk about the future, not the past and focus on behavior, never personality Listen carefully for opinions and feelings to really understand people’s decision and needs rather than jumping to conclusions; Provide conflict resolution training so that staff are skilled in preventing and managing conflict /

11. Bonus Activity / Some people feel appreciated with responsibility, others feel dumped on. Being thanked publicly can be experienced as patronizing for certain individuals. This 20-30 minute activity gives everyone the opportunity to share their unique appreciation criteria. Aim to get a lively discussion going and encourage people to say how they need to be appreciated by team members. Procedure 1.Everyone in the team fills out the Appreciation @ Work Sheet  2.People share their answers in groups of 3-4 and discuss how they need to be appreciated. 3.Convene the team and write team member’s names down the left hand side of a flipchart or whiteboard. 4.Record everyone’s need score (how important is it to feel appreciated by the team?) and their actual score. 5.Review these scores with the team a)Are we happy with these scores? b)What can we do about it? c)Would it be useful to have a team goal – everyone’s actual score to be within two points of need score? d)Would it be useful if individuals circulated completed Appreciation @ Work Sheets so colleagues will know how others need to be appreciated? e)Are there team or personal goals we want to agree? 6.Record any Team or Personal Goals that have been agreed Appreciation @ Work – One of the many built-in activities within the An Even Better Place to Work program.

12. Do You Want To… Develop Leadership, Boost Employee Engagement and become An Even Better Place to Work? Contact Us Now for a Personal Demonstration and/or No Obligation Quote USA and the AmericasRest of the World www.satisfactionatwork.comwww.mcconnonint.com