E-Book, Englisch, 590 Seiten
Manion The Workforce Engagement Equation
1. Auflage 2012
ISBN: 978-1-4398-6812-6
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)
A Practitioner’s Guide to Creating and Sustaining High Performance
E-Book, Englisch, 590 Seiten
ISBN: 978-1-4398-6812-6
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)
The Workforce Engagement Equation is for the hands-on leaders engaged in the frontline of affecting change—those who bear the scars of past failed initiatives yet continue to persevere. Describing the science behind the "Art of Managing" process improvement, it will help you bridge the gap between strategy and tactics and allow you to take concrete action to control ongoing operations sustainably.
This step-by-step guide lays out the principles, tools, and techniques that have proven effective in leading and managing the "people side" of process improvement. The book demystifies the complexity of organizational change with easy-to-understand explanations, intuitive graphics, and real-world examples. Filled with helpful practical knowledge, such as the Seven Cardinal Sins of Change Leadership, it will help you assess exactly where your organization is along the change continuum and what actions will help propel your organization to higher levels of organizational effectiveness.
- Presents methods that can be applied in any organization and situation
- Supplies guidance on how to build systems and implement performance metrics
- Offers solutions to real-world problems
- Integrates powerful concepts from multiple disciplines
Aiding your ability to select and apply effective management and leadership techniques that will work best in your situation, The Workforce Engagement Equation provides you with the tools to make a difference in the performance of your organization and the engagement of your workforce. To help you construct your own organizational vessel and navigate the murky waters of organizational change, the text includes a CD with each assessment, form, template, and example project plan contained in the book.
Zielgruppe
Leaders, managers, change agents, and Lean and Six Sigma Black Belts engaged in organizational and process improvement; human resources professionals.
Autoren/Hrsg.
Fachgebiete
Weitere Infos & Material
The Great Seattle Fire: An Analogy for Our Times Fire and Mud in the Twenty-First Century Leadership Is a Choice—Rise Up, You Worthy Bastards, and Follow Me!
Seven Cardinal Sins of Change Leadership: Seven Reasons Why Things Don’t Change 1. The Status Quo Exists to Serve the Status Quo 2. Saying Isn’t Doing: I’m an "Idea Man" 3. Frequent Turnover: Manager of the Month 4. Rearranging Deck Chairs on the Titanic: Majoring on the Minors 5. Lack of Holistic Solutions: The Operation Was a Success but the Patient Died 6. Failure to Stay the Course: Are We There Yet? 7. Attention Deficit Management: Dismantling What Works Don’t Abandon Hope—There Is a Solution
Stages of Organizational Development Intuitive Assessment of Group Developmental Stages Parallel Paths—Group Development and Project Management
Stage 1—Forming: Preparing for the Voyage and Assembling the Crew
Overview and Assessment: Forming Assessing Where You Are or Where You Want to Go
Analysis: Forming Assembling the Crew
Forming Element 1: Setting a Clear Vision for the Organization Setting a Course: Leading Your Way to Higher Performance—Value Proposition Building a Sustainability Engine—Part 1: Forming
Forming Element 2: Senior Leadership Involvement Appropriate Delegation of Authority Project Charters Team Charters and Organizational Stages Purpose of the Team Charter during Focusing Purpose of the Team Charter during Committing Purpose of the Team Charter during Sustaining Performance Purpose of the Team Charter during Renewal
Forming Element 3: Resource Allocation and Strategic Staffing Dual Staffing Plan (Team "P" and Team "F") Essential Framework of Teams
Forming Element 4: Climate of Trust, Mutual Respect, and Mutual Success Role of Communications in Building Trust Opening the Johari Windows Shifting Boxes Opening Windows
Forming Element 5: Team Members and the Team Leader Know and Value Each Other’s Styles, Strengths, and Preferences Self-Awareness: DISC—Personality Temperaments and Preferences Behavioral-Based Model of Temperaments and Preferences Observable Traits of DISC Styles Quick and Dirty DISC Assessment "D"—Dominant: Entrepreneurs, Adventurers, and Change Agents Communicating with a "D" Potential Blind Spots and Weaknesses of "D"s Motivation for "D"s "I"—Influencer: Politicians, Social Directors, and Entertainers Introversion as Compared to Extroversion Motivation for "I"s Potential Blind Spots and Weaknesses of "I"s "S"—Sustainer: Administrators, Mediators, and Counselors Potential Blind Spots and Weaknesses of "S"s Communicating with "S"s "C"—Conscientious: Scientists, Engineers, and Accountants Potential Blind Spots and Limitations of "C"s Natural versus Adapted Behaviors DISC Space General Guidelines for Working with DISC Temperaments Working with Dominant Personality Types—"D"s Working with Influencing Personality Types—"I"s Working with Sustaining Personality Types—"S"s Working with Conscientious Personality Types—"C"s DISC at a Glance DISC Temperaments and Team Strengths Focus on Strengths, Not Limitations
Forming Element 6: Leaders Set the Tone for Effective, Open, and Inclusive Communication Hidden Agendas Situational Approaches to Leadership Understanding the Leadership Styles Leadership Determinants Effective and Ineffective Demonstration of Leadership Styles Quick and Dirty Leadership Self-Assessment How You See Yourself as Compared to How You Are Seen by Others Adapting Leadership Styles to Individual Needs Leadership by Default DISC Temperament Effects on Leadership Tendencies "D": Dominating/Directing "I": Influencing/Problem Solving "S": Sustaining/Developing "C": Conscientious Hijacked Leadership and Best Intentions Leadership Styles and Rewards Avoid Being a Bottom Feeder Individual Emotional Responses to Change
Forming Element 7: Communications Are Planned, Deliberate, and Broad Reaching Principles of Communication Communications Process Developing a Strategic Communications Plan Communications and Feedback: More Is Better Provide Regular Updates on Organizational Progress Sneaking the Camel in under the Tent Keeping It Consistent versus Keeping It Fresh Believability
Forming Element 8: Clear Behavioral Norms Are Established and Broadly Observed Team Ground Rules Enforcing the Ground Rules
Forming Element 9: Meetings Are Well Planned, and Prior Notice Is Provided Planning for a Meeting
Forming Element 10: Meetings Are Well Run, Structured, and Productive Required Roles for Effective Meetings Conducting Meetings Following the Cyclical Communications Process
Key Takeaways: Forming—Preparing for the Voyage
Forming Project Plan
Stage 2—Focusing: Establishing the Ship’s Routine
Overview and Assessment: Moving from Forming to Focusing
Focusing Assessment
Analysis: Focusing versus Stumbling
Focusing Element 1: The Vision, Mission, and Values of the Organization Are Clearly Defined and Articulated Strategies Compared to Tactics Strategy Maps and Logic Models Outcome-Driven Strategy Maps Process-Driven Strategy Maps (Logic Models) Disaggregating the Mission and Vision into Strategy and Tactics Building a Vessel of Organizational Success
Focusing Element 2: Well-Defined and Functioning Systems Introductions to Systems Thinking Manual versus Automatic Systems Management Operating Systems Principles of Systems Design Flowcharting Systems Made Easy From Strategy Maps to Process Steps: Peeling Back the Layers of Systems Installing the Process Sustainability Engine into the Vessel of Organizational Success
Focusing Element 3: Significant Involvement of the Crew Two Parables of Engagement The Chicken Is Involved River of Commitment
Focusing Element 4: Well-Defined Organizational Structure Disaggregation of Strategies into Goals and Roles Primary Reasons Organization’s Work below Their Strategic Optimum DISC Impacts on Delegation and Trust The Time Horizon—Keeping It between the Two Ditches The Lasting Impact of Failed Change Initiatives Example: Defining Roles, Time Horizons, and Responsibilities "To Be" as Compared to "As Is"
Focusing Element 5: Gaining Commitment and Alignment of Individual Tasks and Goals Example of Defining Individual Roles and Responsibilities Framework of Effective Individual Success (Steps 1–5) Fall Points and Communications Behavioral Responses Essential to Eliminating Fall Points Detailed Analysis of Fall Points
Focusing Element 6: Develop Goals, Action Plans, and KPIs SMART Goals Cumulative Goal Development Goal Consistency
Focusing Element 7: Effective Leadership toward Problem Solving Adaptive Leadership and Problem Solving
Focusing Element 8: Organizational Problem Solving Driving and Restraining Organizational Forces Avoiding Being Martyred for the Cause by Ignoring the "Sacred Cows" and 800-lb "Gorillas" Choosing a Vehicle: The All Purpose Tool—Using the Crescent Hammer Problem Recognition and Definition Analysis Use of Brainstorming Decision Analysis Criteria Leadership and Problem Solving The Second Difference Separating Leaders and Martyrs
Focusing Element 9: Tactical Interpersonal Communication and Feedback Rules of Engagement in Support of Team Ground Rules Speak for Yourself and Speak of What You Know to Be Fact
Focusing Element 10: Healthy Attitude about Conflict Building Bridges before the Flood—Laying the Foundation Conducive to Managing Conflict Understanding the Sources of Conflict Conflict Arising from Change Emotional Responses to Change Factors Affecting the Difficulty of Change Conflict Arising from Goal Disparity and Limited Resources Responses to Conflict—Reactionary versus Deliberate The Emotional Response—A Tale of Two Roses Emotional, Cognitive, and Physiological Behavioral Drivers Habituated Responses Scripting Five Response Options to Conflict Strategic Conflict Choices Compete—Desire to Please Self Stronger than the Desire to Please the Other Accommodate—Desire to Please Other Stronger than the Desire to Please Self Collaborate—Strong Desire to Please Self and Equal Desire to Please the Other Avoid/Withdraw—Low Desire to Please Other and Unwillingness to Engage for Self Compromise—Willingness to Accept Less for the Sake of the Relationship or to Move Forward Temperament, Desire to Please Self versus Desire to Please Others Conflicts and the Balance of Power Thoughtful Reactions to Conflict Compelling Behavior through Persuasion or through Manipulation Ground Rules to Consider that Promote a Healthy Approach to Conflict Leadership Necessary to Create a Healthy Organizational Climate
When to Revisit Forming
Key Takeaways: Focusing versus Stumbling
Focusing Project Plan
Stage 3—Committing: Building Speed
Overview and Assessment: Committing versus Fragmenting
Analysis: Committing versus Fragmenting Hope, Control, and Equity Inclusion, Purpose, and Congruence
Committing Element 1: High Degree of Congruence between
Individual and Organizational Values and Working Approach Alignment between Individual and Organizational Values and Goals Freedom to Act—Be Careful What You Wish for: Do You Really Want Engagement? The Engagement Model of the United States Military Environmental Incongruence: "Planting Seeds in Bleach" Individual Indicators of Incongruence Organizational Indicators Balancing the Workforce Engagement Equation
Committing Element 2: Structured Approach to Training and Qualifications The Five Spheres of Individual Competence Principles of Training Every Manager Should Know Training Is Not the Goal of "Training" Will versus Skill Setting Clear Expectation through the Use of Training Checklists Training Checklists The DACUM Process Minimizing Generational Competency Decay Principles of Learning: Systems Thinking Principles of Learning: Memory Outcomes of Utilizing a Structured Approach to Training and Qualifications
Committing Element 3: Team Members Have and Keep Faith with Their Teams To Be Trusted, You Must First Be Trustworthy Timely and Complete Communications Deliver on Commitments Admit Mistakes
Committing Element 4: Performance Feedback Is Appropriate and Timely Avoid the "But" Sandwich The Odometer in the Trunk Leading versus Lagging Indicators
Committing Element 5: Leaders Are Engaged and Act as Mentors The Role of Mentor
Committing Element 6: Strong Leadership and Appropriate Delegation of Authority Span of Control Triggers and Limits of Authority Factors Affecting Ability and Motivation The Four Factors Governing Ability The Four Factors Determining Motivation The Seeds of Confusion Inherent within Matrixed Organizations Importance of the Chain of Command United States Army Organizational Structure Strengths of an Organizational Chain of Command Effective Mentor to Mentee Ratio Effective Cascading Communications Effective Accountability "Somebody" Will Do It—A Parable for Our Times Defining an Effective Chain of Command Problems Created by Bypassing Up the Chain of Command Problems Created by Bypassing Down the Chain of Command Strong Leadership Stemming from a Strong Chain of Command: The Buck Stops Here
Committing Element 7: Individuals and Teams Hold Themselves Accountable Creating an Environment of Logical Consequences Mediocrity for the Sake of Harmony
Committing Element 8: Individual and Intraorganizational Alignment and Collaboration Progression toward "Teamness" Nonteam Players Free Riders Courageous Leadership: Intervention Incenting the Wrong Behaviors
Committing Element 9: The Organization Lives Its Values with Integrity Motivation Matters, but It Only Goes So Far The Paper Mill versus the Saw Mill—The Expectation of Pain Is Often More Tolerable than the Pain of Expectation Market Norms versus Social Norms False Engagement through Manipulation
Committing Element 10: Well-Defined Group Identity and Esprit de Corps The Power of Symbols
Key Takeaways: Committing versus Fragmenting
Stage 4—Sustained Performance: Smooth Sailing
Overview and Assessment: Sustained versus Variable Performance
Analysis: Sustained versus Variable Performance Sustaining Isn’t Leveling
Sustaining Element 1: Ongoing Validation of Customer and Stakeholder Requirements and Satisfaction Nothing Fails Like Success Ongoing Determination of Customer/Stakeholder Requirements and Satisfaction
Sustaining Element 2: Ongoing Goal Setting and Revision Shifting Responsibilities from Team "F" to Team "P" Shifting Roles by Playing to Peoples’ Strengths
Sustaining Element 3: Availability and Use of Documentation for Systems and Procedures Written Documentation to Augment Training Checklists Prioritization of Documentation Requirements Documentation Is Readily Accessible and Regularly Used Procedures Need to Be Sufficiently Detailed
Sustaining Element 4: Proactive Problem Solving, Decision Making Scope and Impact The Overconfidence Trap The Groupthink Trap The Inflexible View of Reality Trap Traditional Change Management versus Improvisational Change Sequences of Improvisational Change
Sustaining Element 5: Ongoing Communications and Reporting Life in the Clouds—The Executive Fogbank
Sustaining Element 6: Continuous Balanced View of Process Outcomes Avoiding Organizational Pinball: Reactive Management Avoiding "The Plan": The Need for Accurate Information Organizational Dashboards and Balanced Scorecards Course Corrections while Sailing into the Wind
Sustaining Element 7: Ongoing Control of Vendors and Suppliers
Sustaining Element 8: Utilization of Lean Concepts, 5S, and Visual Management Overview of Lean Concepts 5S and Visual Management Value Stream Mapping
Sustaining Element 9: Control of Nonconforming Products and Services Defined Decision Authority Documentation of Final Disposition of Nonconforming Products and Services
Sustaining Element 10: Balance of Challenge and Support through Rewards, Opportunities, and Consequences Equitable Rewards and Opportunities Drivers of Variable Performance The Hawthorne Effect Learned Helplessness: The Organizational Cost of Program of the Month The Dog in the Box: A Thought Experiment Logical Consequences: Keeping It between the Ditches Establishing Logical Consequences through Challenging and Support Breaking through the Wall of Complacency; Leading Sheep and Driving Goats
Subtle and Not So Subtle Sabotage
Situation Analysis: Understanding When to Lead and When to Drive Is It a Matter of Will or Skill and Who Is Responsible, the Individual or the Organization? All Behavior Is Rewarding on Some Level Behavior and the Law of Demand Indifference Curves
Performance Contracting: Setting Clear Expectations and Logical Consequences
Avoiding "Democratic Ass Kickings"—Not Firing Blindly into the Flock Action Planning: Preparing to Confront a Goat
In Defense of Goats—Don’t Cull Them All Benefits of Goats over Sheep: Goats Can Flourish Where Sheep Cannot
Key Takeaways: Sustained versus Variable Performance Navigating out of Variable Performance
Stage 5: Renewal—Refitting and Redeploying
Overview and Assessment: Renewal versus Leveling
Analysis: Renewal versus Leveling
Renewal Element 1: Celebration and Recognition of Organizational and Individual Success Cost Does Not Always Equate to Value Avoiding Mandatory Fun Events Celebrations Aren’t the End—They Are Transitions
Renewal Element 2: Organizational Commitment to Continuous Improvement Defining How High Is Up: Benchmarking and Theoretical Constraints Six Sigma: How the Best Get Better A 60,000-Foot View of Six Sigma Three Limits of Six Sigma Six Sigma Is Not a Substitute for Effective Management Could Be Better Can Be the Enemy of Good Enough Six Sigma Won’t Lead to Revolutionary Discoveries—Only Incremental Improvement The Big "C" in DMAIC: Control and ROI Simple ROI Net Present Value Economic Value Added Standardize and Be Consistent with ROI Calculations
Renewal Element 3: Ongoing Audits, Records Review, and Change Notifications The Temptation of Inconvenient Truths The Importance of Customer Feedback Timely Process Change Notifications Information Not Acted upon Is as Useless as No Information at All
Renewal Element 4: Relevant Not Robotic Meetings with Attendance for Impact and Development Meetings after the Meetings Meeting Attendance for Communications, Impact, and Developmental Opportunities
Renewal Element 5: Impactful Performance Review and Reward Systems Impactful Performance Reviews Impactful Performance Reviews Are Timely Impactful Performance Reviews Are Specific Equitable Performance Reviews Application of Negative Consequences—Progressive Discipline Shared Fortunes—A Rising Tide Shouldn’t Swamp the Little Boats
Renewal Element 6: Developmental and Promotional Opportunities
Renewal Element 7: Training Remains a Strategic Priority that Builds and Maintains Line of Sight The Absence of Leaders Undermines the Training
Renewal Element 8: Holistic and Integrated Training Design TCLs Aren’t Just for Nonexempt Positions
Renewal Element 9: Effective Preemployment Screening and Structured New Hire Orientation The Architects of Your Organization’s Future if Left to Chance Shifting from Box to Box Architects of Your Organization’s Future When Not Left to Chance Use of the TCL throughout the Employee Lifecycle Use of the TCL for Hiring—Decision Analysis The Use of the TCL in Orientation: Satisfying the Individual Needs of Forming The Use of the TCL in Orientation: Effective Use of the Probationary Period The Use of the TCL in Competency Development: Satisfying the Individual Needs of Focusing The Use of the TCL in Promotion to Next Level: Satisfying the Individual Needs of Committing The Use of the TCL in Annual Performance Reviews: Satisfying the Individual Needs of Sustaining The Use of the TCL in Management of Change: Satisfying the Individual Needs for Renewal The TCL Is the Vehicle—Effective Trainers Are the Drivers
Renewal Element 10: Proactive Succession Planning and Mentoring Growth of Successful Leaders: Know Yourself, Know Your Business, and Know Your People To Be Successful You Need Four Things Success Factor 1: Professional Competence Success Factor 2: Emotional Intelligence Success Factor 3: Opportunity Providing Opportunities through Structured Succession Planning Success Factor 4: A Mentor
Renewal versus Leveling: The Need to Reform
Key Takeaways: Renewal versus Leveling
Putting It All Together Interpreting the Composite Scoring Matrix
Conclusion: Transformational Leadership Requires Courage We Need Heroes: Seven Transformational Leadership Virtues The Investments that Pay Dividends for Generations
Today’s Opportunity
Index
