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Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization Evidence-Based Leadership The Missing Link to Results:

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Presentation on theme: "Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization Evidence-Based Leadership The Missing Link to Results:"— Presentation transcript:

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2 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization Evidence-Based Leadership The Missing Link to Results: Teacher & Employee Engagement May 2, 2016 Dr. KK Owen, Leader Coach

3 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization 3 What do we know about employee engagement?

4 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization 4

5 What does research tell us? 5

6 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization 6 Lack of Teacher Engagement = 2.3 Million Missed Days

7 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization Recognizing Engagement & Disengagement

8 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization A recent meta analysis of employee engagement studies published in the Journal of Applied Psychology found that… What does the evidence say? 1. Harter, J.K., Schmidt, F.L., & T.L. Hayes. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), pages 268-279. High employee engagement is positively correlated with: −Increased customer satisfaction −Increased productivity −Increased results −Reduced employee turnover −Reduced absenteeism

9 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization According to surveys conducted by Gallup, organizations with highly engaged employees enjoy: What does the evidence say? Gallup, Inc. (2015). Retrieved from: http://www.gallup.com/services/169328/q12-employee-engagement.aspxhttp://www.gallup.com/services/169328/q12-employee-engagement.aspx  65% less turnover in low-turnover organizations  25% less turnover in high-turnover organizations  37% less absenteeism

10 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization Who are your “Irreplaceables”? tntp.org

11 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization Is it possible to replace an Irreplaceable?

12 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization

13 The Role of the Leader in Engagement

14 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization Mary Jo Raczkowski-Shannon Principal, Hunt Elementary School Jackson Public Schools, Michigan

15 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization Inspired by his/her organization Willing to invest discretionary effort Likely to recommend the employer Planning to stay for the foreseeable future Are you an “engaged” leader/teacher/employee?”

16 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization How Engaged Am I? Team Member Self-Assessment 16

17 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization Educational Framework: Evidence-Based Leadership SM Scorecard

18 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization Organizational Flywheel Always Actions

19 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization Employees want to have purpose, do worthwhile work that makes a difference. This truth is at the heart of our drive to lasting results. Results That Last, Quint Studer, Chapter 4, Pg 55

20 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization A good relationship Approachability Willingness to work side by side Efficient systems Training and development Resources to do the job Appreciation What are Employees Looking For in Their Leaders?

21 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization Why do employees leave? The job or workplace was not as expected The mismatch between job and person Too little coaching and feedback Too few growth and advancement opportunities Feeling devalued and unrecognized Stress from overwork and work-life imbalance Loss of trust and confidence in senior leaders The 7 Hidden Reasons Employees Leave - Leigh Branham, 2005

22 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization How Can Leaders Maximize Engagement? Know your Employees Engagement Status Re-recruit High Performers Reward and Recognize “what right looks like”

23 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization Loyal Want to be aligned Skeptical Naysayer Quadrant 1 Quadrant 2 Quadrant 3 Quadrant 4 23 Diagnosing Engagement Levels

24 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization High Performer Conversation Re-recruit-outline why they are so important Tell them where the organization is going Recognize-thank them for their work Ask-What can I do for you?

25 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization What Does the Evidence Say? Reward & Recognition

26 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization A recent study published in the Interdisciplinary Journal of Contemporary Business reviewed existing literature and found that… What does the evidence say? Gohari, P., Kamkar, A., Hosseinipour, S.J., & M. Zohoori. (2013). Relationship between rewards and employee performance: A mediating role of job satisfaction. Interdisciplinary Journal of Contemporary Research in Business, 5(3), pages 571-597. Employees do their best work when they feel that their hard work will be rewarded by their manager.

27 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization A recent study published in the Interdisciplinary Journal of Contemporary Business reviewed existing literature and found that: Reward and Recognition: General Themes Gohari, P., Kamkar, A., Hosseinipour, S.J., & M. Zohoori. (2013). Relationship between rewards and employee performance: A mediating role of job satisfaction. Interdisciplinary Journal of Contemporary Research in Business, 5(3), pages 571-597. Reward and recognition programs stimulate creative performance Both tangible (monetary) and non-tangible rewards (a verbal “thank you”) have positive effects on employee commitment and motivation Lack of reward and recognition is a “crucial” reason for employee turnover

28 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization The Power of Thank You Notes 28

29 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization Thank you notes-call to action!

30 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization http://go.globoforce.com/rs/globoforce/images/Mood_Tracker_Spring2012-final_2.pdf

31 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization What Gets Recognized Gets Repeated! “creating a best place to work” “creating a great place to learn” “creating a great place for parents to send their children for a quality education”

32 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization Reward and Recognition Talk with a partner: What will you say/do? When will you say/do? How will you reward/recognize? Formalize the Informal People like to be recognized…

33 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization A Leader’s Primary Job Culture of Engagement

34 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization “Always bring it back to values..." — Quint Studer

35 Thank you for your engagement today! Contact Information: karen.owen@studereducation.com 850-898-3883 www.studereducation.com

36 Copyright © 2015 Studer Group. Please do not quote or disseminate without Studer Group authorization Looking to learn more? Join us August 1-2! Questions? karen.owen@studereducation.com 36

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