THE ENGAGING LEADER REPORT

A leader’s personality and values have tremendous impact on an individual’s ability to meet the three ... Plus, you’ll see what your team thinks about...

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THE

ENGAGING LEADER

REPORT

Making Leaders More Engaging

Why Engagement Matters

Leadership is the ability to build and maintain a high performing team, and is the fundamental resource for team survival and effectiveness. Engagement is the tie that binds the leader to a high performing team.Great leaders engage followers, and harnesstheir energy to perform totheir highest ability.

A team’s engagement is the single greatest indicator of its potential success or failure. From making money to winning wars, the most engaged teams prosper. The strongest influence on an individual’s engagement is his or her direct boss. As a leader, you influence your employees’ performance and your team’s success.

A leader’s personality and values have tremendous impact on an individual’s ability to meet the three basic needs. To have good relationships- A leader can foster teamwork, friendship, and collaboration through modeling healthy conflict and good relationships, or they can divide and isolate employees through manipulation, micromanaging, or command and control leadership. To be successful- A leader can promote employee contributions and champion their successes, or they can blame them for failures and compete with them. To find meaning in work and life- A leader’s individual values will have a significant impact on his or her ability to connect with others.

REPORT FOR: Katrina Doe n = 5 Employees

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EMPLOYEE ENGAGEMENT: WHAT IS IT? Employee Engagement is the extent to which employees think, feel, and act in ways that represent high levels of commitment to their organization. Engaged employees are motivated to contribute 100% of their knowledge, skills, and abilities to help their organization succeed. They care deeply about their company, want to contribute to its success, and regularly have peak experiences at work.

Emotionally engaged employees are passionate and enthusiastic about the work they do.

WHY IS EMPLOYEE ENGAGEMENT IMPORTANT? Engagement represents the motivational capital that exists within an individual, a unit, or an organization. It is a valuable resource that can boost company performance. Our research shows that engagement is linked to a number of important business outcomes, including higher levels of customer service, an environment of better collaboration and creativity, and fewer workplace accidents.



Employees cite their main source of disengagement as their direct supervisor.



As managers, we are often unaware of our disengaging behaviors.



Through strategic self-awareness, we can become more engaging.

Engagement is not merely about making employees happier at work; it is about bringing out the best in people and tapping their full potential on a day‐to‐day basis.

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HOW TO READ THIS REPORT The Engaging Leader Report has six sections. All elements are equally important. Together they give you a picture of your underlying motives and values and how these influence your behavior at work. Plus, you’ll see what your team thinks about working for you – and how engaged they feel as a result. Engagement drives performance, so the more engaged and effective you make your team feel, the better their performance will be. Interpretive guidelines are shown alongside each section to help make sense of your scores.

WHO YOU ARE

HOW YOU BEHAVE

First, you’ll see your values, which impact the type of culture you create for your team and how employees relate to your underlying motives that influence how you behave.

Then you’ll see how you set goals and establish clarity, whether you create effective team processes, what sort of team climate you create, and how you foster an agile and open culture. You’ll see the personality characteristics which can help or hinder you in each area, and how your team rates your effectiveness.

Interpreting Team Survey Graphs 33 % Favorable

Strongly agree and agree

33 % Neutral

Neither agree nor disagree

HOW YOU AFFECT YOUR TEAM The last section brings together the views of your team around their experience of working for you and shows how engaged all this makes them feel.

Interpreting Team Survey Scores 33

% Unfavorable

Strongly disagree and disagree

3

>75% Favorable

Strength

50-74% Favorable

Opportunity

<50% Favorable

Concern

WHO YOU ARE

VALUES Introduction Your values have a tremendous impact on the type of working culture you’ll create for your team, as well as how you’ll relate to individual employees. You will heavily emphasize the values which are most important to you, which are your “driving values.” You will have unconscious biases around the values which are least important to you, or your “indifferent values.” Think of each of your employees individually, and how you are engaging and disengaging them through your driving and indifferent values.

Driving Values







You enjoy research and problem solving, prefer to make data-based decisions, and are willing to revisit them periodically. However, your concern with choosing the right direction every time may paralyze your decision-making and delay the progress of your team. You tend to guide your behavior based on its potential impact of the welfare and morale of your employees. You will create a culture based on fair treatment and mutual respect; however, you may have trouble holding employees accountable to performance standards, thus creating an environment that disengages high performers. Your interest in money and profits should keep you focused on the financial performance of your team, and you will likely compensate team members based on their financial contributions. However, some employees may suspect that you may be unconcerned with the human element.

97

Science Analytics, data-driven decision making, and quest for knowledge

96

Altruistic Helping others, coaching, and providing service

94

Commerce Profits, investment, and business opportunities

Indifferent Values:







You may not think it is important to regularly recognize the performance of your employees. Because you don't see the point in publicly acknowledging and highlighting the good work of staff, some may feel undervalued.

27

You will tend to create an environment where employees are free to take chances and test the limits, but be aware that some employees may find flexible cultures somewhat threatening.

24

You tend to value cost containment, practicality, and functionality over product look and feel. This is appropriate in some businesses, but could be a problem when the customer's experience is important.

17

4

Recognition Appreciation, visibility, and public attention

Security Structure, order, and predictability

Aesthetics Quality, image, and product “look and feel”

HOW YOU BEHAVE

CLEAR GOALS & VISION

How you engage – Strengths:

87

You are likely to set clear vision and strategy for your team. You are goal-oriented and inspire confidence in future success. Due to your attention to processes and details, you will likely set clear goals and provide structure for your team. You probably value professional development and stay up to date on industry trends.

How you disengage - Blind Spots:

Competitive, energetic, and driven

67

Prudence Dependable, process-focused, organized

88

Your ambition may prompt you to compete with your own team. You may also tend to ignore their input in decision-making. When stressed, you may set goals that are broad, vague, or impractical. You may propose unnecessary out-of-the-box solutions, causing stress and confusion in your team. Your conscientiousness may cause you to micromanage your team and hold them to unreasonably high standards. Because you value staying current with developments in business and technology, you may become impatient with employees who are less well-informed.

Ambition

Learning Approach Well-informed, knowledgable, and up-to-date

24

Reserved Objective, tough, and uncommunicative

80

Imaginative

Innovative, impractical, and unfocused

BRINGS PEOPLE ALONG: 67%

INSPIRES WITH VISION: 80%

Refers to your ability as a leader to create an inclusive environment where people feel that they can work effectively together towards a common goal

Refers to the degree to which you can translate the company’s goals and vision in a way that inspires your team to perform

My Immediate Manager/Supervisor:

My Immediate Manager/Supervisor:

Communicates effectively with our team.

Communicates in a way that makes me feel confident about the future of this organization

Gives me a clear picture of the direction the company is headed

Inspires me to do my best.

Involves me in decisions that affect my work

Articulates the organization's strategy and goals in an effective way

SETS EFFECTIVE PLANS: 40%

HOW YOU AFFECT YOUR TEAM

Refers to your ability as a leader to establish effective plans and link each member’s contribution to the team goals

CLEAR GOALS & VISION: 75%

Refers to team members' perceptions of how well the team is organised to achieve its goals

My Immediate Manager/Supervisor: Manages and prioritizes the work for our team effectively.

My team has a clear sense of direction (i.e., goals and priorities have been well defined)

Ensures I understand how my work contributes to achieving the goals of the team

Where I work, the work is well organized (smooth work flow, good methods and procedures, etc.)

Regularly establishes effective plans for our team

On my team, we are clear about who is responsible for what.

5

HOW YOU BEHAVE

PERFORMANCE ENABLEMENT How you engage – Strengths:

89

You handle stress and pressure well; others should see you as composed and reliable. You excel at maintaining relationships and diffusing conflict due to your diplomatic and sensitive communication style.

Adjustment Resilient, confident, and composed

100

Interpersonal Sensitivity Warm, pleasant, and diplomatic

How you disengage - Blind Spots: At times, you may lack a sense of urgency regarding task completion and decision-making. At times, you may avoid necessary conflicts and seem reluctant to set expectations or hold people accountable.

58

Skeptical Perceptive, smart, and argumentative

54

Leisurely Cooperative, privately irritable, and passively resistant

DRIVES PERFORMANCE: 47%

EMPOWERS OTHERS: 57%

Refers to your ability to remove barriers to performance while holding people accountable for results

Refers to the extent to which you can make and delegate decisions appropriately in order to empower your team to perform

My Immediate Manager/Supervisor:

My Immediate Manager/Supervisor:

Clearly communicates what is expected of me.

Delegates responsibility when it’s appropriate.

Works to remove obstacles that impede our work processes.

Accessible to me when I need him/her

Holds people accountable for their performance

Makes decisions in a timely and effective way

BUILDS BRIDGES: 73%

HOW YOU AFFECT YOUR TEAM

Refers to the degree to which you enable cross-team collaboration and networking in order to drive performance

PERFORMANCE ENABLEMENT: 47%

Refers to team members' perceptions of empowerment and performance

My Immediate Manager/Supervisor: Enables cooperation between our team and other teams

I have enough information to do my job well

Builds strong networks and relationships throughout the organization

On my team, we make decisions without undue delay

Is effective at managing and resolving conflicts

On my team, we regularly discuss how we can improve the way we do things.

6

HOW YOU BEHAVE

POSITIVE TEAM CLIMATE How you engage – Strengths:

100

You consistently communicate in a respectful and courteous manner, and seem careful even when communicating "off the cuff." Because you are good at building relationships, you will communicate well with your team and be available for their coaching and development. You communicate in a fair, sensitive, and inclusive way.

How you disengage - Blind Spots:

Warm, pleasant, and diplomatic

66

Sociability Outgoing, approachable, and talkative

67

Unless you monitor your behavior, you may become excessively controlling, fail to delegate properly, and disempower your team. Some may think your style of interacting and communicating to be unnecessarily formal and by the book. Because you enjoy talking and interacting, you may at times distract others and talk more than you listen. Due to your avoidance of conflict, you may be unclear or infrequent in giving important feedback to your team.

Interpersonal Sensitivity

Prudence Dependable, process oriented, and organized

13

Excitable

93

Diligent

Passionate, volatile, and unpredictable Meticulous, micromanager, and perfectionist

INSPIRES ACHIEVEMENT: 67%

PROMOTES CAMARADERIE: 80%

Refers to your ability to make your team feel supported in doing a good job and developing professionally

Refers to your ability to create an inclusive environment that fosters collaboration from all team members

My Immediate Manager/Supervisor:

My Immediate Manager/Supervisor:

Gives me sufficient coaching and guidance

Creates an environment where all team members feel welcomed and included

Recognizes me when I do a good job.

Celebrates our team's successes on a regular basis

ENSURES EQUITY & FAIRNESS: 80%

HOW YOU AFFECT YOUR TEAM

Encourages teamwork and collaboration

Supports my professional development

Refers to your ability to treat your team with equity and be sensitive about their work/life balance

POSITIVE TEAM CLIMATE: 78%

My Immediate Manager/Supervisor:

Refers to team members' perceptions of aspects of positive team climate

Treats me with respect and dignity.

I receive enough feedback on how well I do my work.

Is sensitive to the need for balance between my work life and personal life

Where I work, we feel part of a team that works together

Treats employees fairly

I can maintain a reasonable balance between my personal life and work life.

7

HOW YOU BEHAVE

AGILE & OPEN CULTURE How you engage – Strengths:

87

You challenge the status quo and set stretch assignments for your team. You seem likely to consistently raise the bar. Your curiosity and open-mindedness tends to inspire innovation and appreciation for different perspectives.

Ambition Competitive, energetic, and driven

83

Inquisitive Open-minded, curious, and strategic

How you disengage - Blind Spots: Because you are competitive and driven, you may not solicit employees' opinions and/or listen to others' ideas. Your visionary and creative tendencies may sometimes cause others to think you are somewhat impractical.

58

Skeptical Perceptive, smart, and argumentative

15

Cautious Careful, thorough, and riskaverse

INSPIRES INNOVATION: 57%

LIVES THE VALUES: 92%

Refers to your ability to invite and utilise diverse ideas in order to find new ways of doing things

Refers to your ability to «walk-the-talk» and inspire trust in your team

My Immediate Manager/Supervisor:

My Immediate Manager/Supervisor:

Takes action on employee ideas and opinions

Actions are consistent with what he/she says.

My leader values diverse ideas and perspectives

I trust my immediate manager

Lives the company value

Listens to my ideas and opinions

HOW YOU AFFECT YOUR TEAM

RAISES THE BAR: 40% Refers to your ability to challenge your team in order to develop to their full potential and raise team performance

AGILE AND OPEN CULTURE: 67%

My Immediate Manager/Supervisor:

Refers to team members' perceptions of participation and inclusion

Creates challenging assignments and growth opportunities.

My team has a climate in which diverse perspectives are valued.

Gives me feedback that helps me improve my performance

My team exhibits flexibility when priorities change.

Encourages me to challenge the status quo and find better ways of doing things

I feel free to speak my mind without fear of negative consequences.

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HOW YOU AFFECT YOUR TEAM

OVERALL EFFECTIVENESS AND ENGAGEMENT Introduction This section refers to the climate that you have been able to create within your team. As a result of who you are and how you behave your team members end up feeling engaged or disengaged, which in turn affects the level of energy and effort they are willing to expend for the team’s success. It reflects your team’s attitudes about working as part of your team.

75

47

78

67

Clear Goals and Vision

Performance Enablement

Positive Team Climate

Agile and Open Culture

TEAM ENGAGEMENT: 80%

TEAM EFFECTIVENESS: 73%

I would recommend my team as a good team to work on

All in all, this is an effectively, well run team

I often think of new and better ways of doing things to help this team succeed.

Overall, is doing a good job.

I am confident in 's ability to lead our team in the right direction.

I am motivated to go beyond what is normally expected to help this team be successful

*The scores in the doughnut charts are the average percent favourable scores of the three final questions you saw in each of your “How You Behave” chapters

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