For VCC Participants
It was a honor and a pleasure to speak at the VCC 2019 Spring Conference.
Many have asked for more information concerning our presentation on Elevating Engagement so we put together some additional materials and resources from our experience working with HR organizations as a start to impacting your overall engagement.
Tools and Resources to Assist in Enabling Engagement
Please feel free to download and use the resources to the right to help as you begin to elevate the employee engagement within each of your organizations. These are provided to help kickstart the process and give you insights and ideas that have helped many of our clients.
If you have any questions, would like to discuss anything from Ken’s presentation, or have any unique engagement opportunities within your organization you would like some insights on, don’t hesitate to contact us!
Enabling engagement success is our passion and we hope to be able to share that passion with you.
Assembling a self-motivated and self-directed team gives ownership to people who want to contribute. A project won’t go anywhere if people aren’t motivated to take it on. The story of W.L. Gore and Associates.
Organizations that are deemed ‘Best Place to Work’, ‘Most Admired’, ‘Best Companies to Work For’, and so on, invariably have a very defined and compelling purpose beyond just making a profit or completing tasks. Purpose provides a pathway to success and ensures alignment between the organization and the actions and behaviors of every employee.
Employee-Engaged performance is the key to shifting performance results from management driven to employee owned, supported by formal leaders and enabled by the organization.
There is no question the current state of most performance management processes need to change. However, a rush to change can have a devastating impact on morale and productivity and, in the end, not produce the sustained performance every organization is looking for.
Every organization and individual needs a foundation to enable both personal and organizational engagement. A foundation that leads to accelerated business results. The C.A.R.E Model provides this.
With the future of performance being a network of engagement and performance teams that form, perform and reform as needed to deliver results, it is key to have a model that provides a framework for team success from inception to disbanding.
It is well known that most performance management processes being used today actually promote and measure lagging performance. However, even working in a performance process that might be lagging in nature you can lead your personal performance by doing these “lead where you are” activities.
To truly sustain that next level of performance success in this complex and ever-changing business environment, pursuing your performance requires ongoing performance connections, not in just once or twice a year review cycles.
Nearly every organization is faced with the same issue: How do you retain talent as organizational structures become flatter with little to no upward mobility opportunities? “Career ladders” are collapsing and a new vision for career progression is emerging.
It’s time for a shift in leadership! The old command and control management model of the past just won’t cut it anymore.
Defining and marketing a company culture is great but enabling and sustaining an engaged performance environment is key.
Our experience has shown that if you want sustained employee engagement, then you need to actively engage your employees, not just HR and or leadership in these efforts. Create an environment where employee engagement is employee led, leader supported and organizationally enabled.
We are seeing a trend in our employee engagement results in nearly every organization we survey. That trend? People want even more information on their organizations current state direction and future vision.
Let’s face it, most managers are not good coaches. The leaders that are good coaches partner in developing their people to a new level of performance success, tapping into and maximizing an individuals talent potential.
Employee engagement is complex and far reaching. So many variables can impact the engagement of an employee on a daily basis.
Like organizational and individual performance, learning continues to evolve. Today, even more so than in the past, it is crucial to continue developing our individual skills and talents both inside and outside the workplace.
The responsibility for owning performance and changing performance is with each one of us, not our manager. If we don’t want to be managed then we must proactively lead our personal performance and set our leader up to support us, not manage us.
Change and disruption are the new normal and we must move from embracing change to leading it, and from letting things happen to making things happen.
I am accountable. Just saying the words “I am accountable” sets a tone, an expectation that action and results can and will happen. You then add the words “no matter what” and a whole new level of commitment and expectation is set.
Over the last 25-30 years change management has emerged and grown from concepts and studies about the impact of change, to thousands of books, articles and seminars created to help people and organizations manage change. But change is, well, changing, and people and organizations must evolve from managing change to leading change.
There was a day and age when business cycles were predictable. You could plan for a certain annualized growth, keep expenses in line, and while competition existed, you could plan for it and global disruption was never a factor. Now business cycles and windows of opportunity are often hours and weeks, not years.
As a child, how many of us heard the response “Because I told you so!” when you asked why you had to do something? Nearly all of us have, at one time or another, heard those dreaded words growing up. That response has its origins from a bygone era when performance either at home or in the workplace was administered through command and control.