Engagement Matters:
How Engaged Is Your Team & Why
Knowing is Critical to Your Success?
OSIYO GROUP: LEIGH A. MCGEE, CO-FOUNDER & PRINCIPAL
2016 NATIONAL 8(a) SUMMER CONFERENCE
ANCHORAGE MARRIOTT DOWNTOWN, ANCHORAGE, ALASKA
JUNE 15, 2016
This Session’s Big Questions
1.
What do great leaders and teams look-like?
2.
Why is engagement so important to being the leader
and team that you want to be?
3.
What do engagement studies and surveys say about
the state of engagement in the United States?
4.
How do the best leaders increase engagement and
impact the organization beyond their lifetime?
2
3
How Engagement
Smacked Me!
OSIYO Group specializes
in consulting practices
that strengthen selfdetermined direction,
alignment of priorities,
and organizational
development for native
tribes, organizations, and
corporations.
We are in our 14th-year
providing professional
services.
Why?
Purpose &
Vision
How?
Strategy &
Targets
There MUST
Be a
Flywheel
What?
Action
Plan
4
What Does a Great Leader and
Team Look Like?
BRAINSTORM AND DANIEL GOLEMAN ARTICLE
5
Opening Discussion:
1.
What does a
great leader and
winning team
look-like?
2. Can you go from
*this team to
*this team?
3. How?
Engagement
6
Why Is Engagement So Important?
THE FACTS: GALLUP'S RESEARCH AND HOW YOUR BUSINESS MEASURES-UP
7
What the
Heck is
Engagement?
…the emotional
commitment an
employee has to the
organization and its
goals, resulting in the
use of discretionary
effort.
Enthusiasm:
employees are
positive and
excited about
their work.
Empowered:
employees
feel like they
have the tools
and autonomy
to do their
work well.
Inspired:
employees are
motivated and
want to make
a
contribution.
4 Traits Engaged Employees Exhibit
Confident:
employees
know that they
can achieve
excellence.
8
What are the
facts about
Engagement
and Why
Should I
Care?
9
•
Over 90% of new
hires are engaged
and enthusiastic
when they join a
new company;
•
BUT, 60% of them
disengage within 6
months. (Gallup)
1) What happens in
those first 6 months?
2) Who is responsible?
3) How can we better
engage our teams?
When Does the Problem Start?
The Engagement Movement

Gallup and others have consistently found powerful links between
employees who are engaged in their jobs and the achievement of crucial
business outcomes. (Gallup, Tower Perrin, PwC, etc)

Engagement is critical in managing change: 9 out of 10 key barriers to the
success of change programs are people related. (PwC).

Companies with highly engaged workforces outperform their peers by
147% in earnings per share and realize: (Gallup)

41% fewer quality defects and 48% fewer safety incidents

25% less turnover in high-turnover orgs & 65% less in low-turnover organizations

37% less absenteeism
10
Gallup Employee Engagement
Research Results
11
Chances of
If your leader primarily:
disengagement:

Ignores you
40%

Focuses on your weaknesses
22%

Focuses on your strengths
1%
What’s the key
to employee
engagement?
12
“
The key to organizational
engagement is having a
clear vision and using
individual and team
strengths to achieve it!
”
Gallup Engagement Research Shows
When people believe they have the opportunity to do
what they do best every day (using strengths),
businesses are:
 50% more likely to have lower turnover,
 38% more likely to have productive businesses, and
 44% more likely to have higher customer satisfaction.
13
Engagement Affects the Bottom-Line

Employee’s discretionary effort
starts the Growth and Profit chain.

When leaders and employees
care more, they are more
productive, give better service,
think of innovative solutions, and
stay in their jobs longer.

This leads to happier customers
who buy more and refer more
often, which drives sales growth
and higher profits.
Employee Engagement 2.0, K Kruse
14
15
How Do The Best Leaders Increase
Engagement?
KNOW FOLLOWERS’ 4 BASIC NEEDS, KNOW YOUR STRENGTHS AND
BUILD A COMPLIMENTARY TEAM AROUND YOU
Gallup’s Strengths Based Leadership
16
The 3-Keys to Being a
More Effective Leader:
#1 The most effective
leaders are always
investing in the
strengths of their
employees.


When encouraged to utilize their
strengths, employee engagement
soars to 73%. (Gallup)
This increase in engagement
translates into substantial gains for
the bottom line and each
employee’s well-being.
Gallup’s Strengths Based Leadership
17
The 3-Keys to Being a
More Effective Leader:
#2 The most effective
leaders surround
themselves with the
right people and then
maximize their team.
 The best leaders are often not
well-rounded, but the best
teams are!
 Strengths needed: executing,
influencing, relationship
building and strategy.
Gallup’s Strengths Based Leadership
18
The 3-Keys to Being a
More Effective Leader:
#3 The most effective
leaders understand
their followers’ needs.
Followers’ 4-Basic Needs:
#1…Trust
#2…Compassion
#3…Stability
#4…Hope
19
The Impact of  When followers trust their
leader/s, 1 in 2 are engaged.
Instilling
- Trust

When
followers
do
NOT
find
- Compassion
leaders trustworthy, only 1 in 12
- Stability &
are engaged.
- Hope
in your team
20
The Impact of  Followers expect compassion and
“general positive energy” from
Instilling
high-level leaders.
- Trust
- Compassion  When followers feel that their
leader cares about them, they are
- Stability &
happier, engaged with customers
- Hope
and more productive.
in your team
21
The Impact of
Instilling
 Employees need to feel their jobs
are stable. In fact, followers are
- Trust
9x more likely to be engaged if
- Compassion
they believe that the company’s
- Stability &
financial future is secure.
- Hope
in your team
22
The Impact of  The most powerful question
Instilling
Gallup asked followers was about
- Trust
hope -- 69% who strongly agreed
- Compassion that their leaders made them “feel
enthusiastic about the future”
- Stability &
were engaged.
- Hope
 Only 1% of those who disagreed
in your team
with the statement were engaged.
23
How Can You Get
Started Today?
1.
Get people to believe what you
believe by communicating the
organization’s vision, often.
People don’t buy what you do
… they buy why you do it!
2. Ensure that individuals and
teams know and understand
their strengths. Then,
encourage strength usage.
3. Make “Engagement” a pillar of
your strategic plans.
4. Involve everyone in the
organization in planning so
that they buy-in to the Why?
How? And What?
24
On behalf
OSIYO Group
and Council
House Institute,
Wado (thank you)!
Leigh A. McGee, Co-Founder & Principal
A Professional Services
firm helping businesses
adapt, grow and prosper
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Visioning
Strategic Planning
Organizational Assessment
Leadership Development
Facilitation
Board Governance
Tribal Consultation
4
Leigh A. McGee| 410-330-7484 | [email protected]
Roni K. Briggs| 972-720-9953 | [email protected]
www.osiyogroup.com