Spring LDW Intentional Leadership

LDW SPRING 2021INTENTIONAL LEADERSHIP

A Strategic Approach for Leading & Engaging Others

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ABOUT ME

• Live in the shadows of Mt. Rainier

• Masters of Applied Behavioral Science

• Gallup Strengths Coach

• Started my insurance career at The Hartford in Claims

• Cat duty for Hurricane Hugo

• Nearly 30 years at Mutual of Enumclaw in Claims & HR

• MBTI: INFJ

• Gallup top-five strengths:• Relator• Strategic• Individualization• Significance• Focus

NATIONAL ASSOCIATION OF MUTUAL INSURANCE COMPANIES

NAMIC Leadership Development Workshop - deJong 1 of 41

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LEARNING OUTCOMES

• Positively influence your teams by knowing & executing the drivers of employee engagement.

• Increase employee wellbeing by recognizing the clues they’re overwhelmed or silently suffering from stress.

• Optimize employees working remotely by understanding how the best leaders overcome challenges with communication, collaboration, culture, & performance management.

• Intentionally lead your work-from-anywhere people to achieve more than they could imagine on their own by creating a behavior-based leadership strategy.


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EXPERT SOURCES

• Gallup

• Harvard Business Review

• Society of Human Resources Management (SHRM)

• Well-Being

• Nine Lies About Work

• Drive

• The Upside of Stress



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You:

• Know what it looks & feels like to be successful.

• Know effective leaders set the example by modeling the way.

• Want to increase the intensity & frequency of what’s already working.

Your people:

• Want to feel proud of their work.

• Know pride is stimulated through delivering meaningful work & accomplishing goals.

• Want to learn & grow through being challenged.

IS IT SAFE TO ASSUME?


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LEADING WITH INTENTIONALITY

Leading with a deliberate mindset to assist others with achieving more they could imagine on their own.

Act with:

• Purpose

• Forethought

• Authenticity

Focus on high-yield behaviors that contribute to success.



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THOUGHTS TO PONDER


Leadership is communicating to people their worth and potential so clearly that they come to see it themselves.

-Stephen R. Covey

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THE ADVANTAGES OF WORKING FROM ANYWHERE

For our people

• Less stress from commuting

• Less stress about work attire

• Less stress about when to eat

• Less stress worrying about what the kids & pets are doing at home alone

For our employer

• Decreased need for physical office space

• Decreased business travel expenses

• Increased awareness of equity

• Increased pool to recruit talent from



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THOUGHTS TO PONDER

In the past 12-months of leading, coaching, & mentoring others remotely:

1. What’s been a positive that you’ve experienced?

2. What’s been a concern for you?

3. What do you see as potentials for you in 2021?


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THE MOST REWARDING GOALS

Joyful: Fulfills feelings of happiness through the positive effect of gratifying experiences.

Masterful: Fulfills feelings of confidence through developing new capabilities.

Servantful: Fulfills feelings of altruism through making life easier for others.

Bonus—Epic Goal: A greater challenge that fulfills all three emotional elements.



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DISCUSSION QUESTIONS

Imagine its December 31, 2021:

1. What are you proud of accomplishing from leading, coaching, & mentoring others?

2. What leadership skills, knowledge, or behaviors are you proud of leveraging for greater impact?

3. What goals are you proud of accomplishing that were joyful, masterful, or servantful?

*Returning to the present- what are one or two takeaways you need from this class for it to be worthwhile?


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LEARNING OUTCOME #1

Positively influence your teams by knowing the drivers of employee engagement.



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WHAT’S EMPLOYEE ENGAGEMENT?

• Gallup: Engaged employees are those who are involved in, enthusiastic about, and committed to their work and workplace.

• SHRM: The lifecycle employees experience physically, emotionally, psychologically and behaviorally with their organization. Highly engaged employees feel safe and supported in these different states and as a result, behave in ways that are more productive for the organization.


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• HBR: Represents the energy, effort, and initiative employees bring to their jobs.

• DescisionWise: An emotional state where we feel passionate, energetic, and committed toward our work. In turn, we fully invest our best selves–our hearts, spirits, minds, and hands–to the work we do. When you see engagement, you know it–however, it is often hard to put into words.



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• For your organization:

• For your team:

• For you:


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THOUGHTS TO PONDER


Highly engaged employees and teams are 21% more productive

-Gallup


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WHAT DRIVES EMPLOYEE ENGAGEMENT?

Gallup: One of the most common mistakes companies make is to approach engagement as a sporadic exercise in making their employees feel happy -- usually around the time when a survey is coming up.

People want purpose and meaning from their work. They want to be known for what they're good at.


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One of Gallup's biggest discoveries: the manager or team leader alone accounts for 70% of the variance in team engagement.



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Source: DecisionWise


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Meaning: My job provides me with a sense of meaning & purpose.

Do employees find meaning & purpose in their jobs? Does their work make a difference for themselves or others?

Autonomy: I have the freedom to choose how to best perform my job.

Do employees find autonomy in their jobs? Do they have freedom, self-governance, & an ability to make choices about their work?

Growth: I feel challenged & stretched in my job in a way that results in personal growth.

Does the job provide development & growth opportunities? Does the work challenge & stretch employees to grow & improve?



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Impact: Most days, I see positive results because of my work.Do employees see impact & feel like their successful in their work? Do they see that their effort makes a difference & contributes to the overall success of the organization?

Connection: I feel like I belong here.Do employees have a personal connection with the people they work with, their boss, & the social community of the workplace?

Source: DecisionWise


[ 22 ]NATIONAL ASSOCIATION OF MUTUAL INSURANCE COMPANIES


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UPDATED THINKING ON EMPLOYEE ENGAGEMENT?

• Replace the term employee engagement with employee well-being.

• People need every day positive team and individual experiences.


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Team (we)-Q.8. The mission or purpose of my company makes me feel proud of my work (contributing to something meaningful).

Q.9. My coworkers are committed to doing quality work (work with others who share my values).

Q.10. I have a best friend at work (my teammates have my back).

I am confident about the future of my company (investing in a sustainable organization).

Source: Nine Lies About Work



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Individual (me)-

Q1. I know what is expected of me at work (clear expectations).

Q3. At work, I have the opportunity to do what I do best every day (use my strengths every day).

Q.4. In the last 7 days, I’ve received recognition (recognized for excellent work).

Q.12. This last year, I have had opportunities at work to learn and grow (challenged to grow).



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THOUGHTS TO PONDER


People don’t fail you, it is your own expectations that do. Use the light of inspiration to unveil the path of people’s potential.

-Ronnie Tan


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Empowering (focus on what to do):

• I feel proud of my coaching to assist my people with striving to be their best.

• I feel accomplished with communicating clear expectations and supporting my people with achieving goals.

Limiting (focus on what not to do):

• My people’s success is their own responsibility.

• In order to deliver quality outcomes, I expect my people to complete the work my way.

THOUGHTS & BELIEFS


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1. What are your thoughts & beliefs about employee engagement?

2. Which of these thoughts & beliefs are empowering and which are limiting for those you lead, mentor, & coach?



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LEARNING OUTCOME #2

Increase employee wellbeing by recognizing the clues they’re overwhelmed or silently suffering from stress.


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THOUGHTS TO PONDER

1. How do you define stress?

2. How do you know when you are stressed?

3. Are there any upsides of stress?

“The best way to manage stress isn’t to reduce or avoid it,

but rather to rethink and even embrace it.”

-Dr. Kelly McGonigal



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PREDICTORS OF EMPLOYEE WELL-BEING AND PRODUCTIVITY

Three aspects of adjusting to remote work:

1. Overall adjustment

2. Stress level

3. Job performance

Source: SHRM


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Factors predicting adjustment outcomes:

1. Feelings of social isolation- negative

2. Having a home workspace conducive to productivity- positive

3. How smoothly the organization handled the remote work transition-positive

4. Quality of sleep- positive

5. Increase the variety of tasks involved in the job- positive

6. Creating a faux commute with on and off ramps to work- positive

Source: SHRM



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Interventions:

1. Increase communication from the organization, manager, & colleagues

2. Invite social connections before & after meetings, i.e. linger time

3. Invite social connections through events• Virtual coffee breaks & happy hours• Virtual games• Wellness challenges• Community engagement


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Non-verbal clues and observable behavior:

1. Eyes & sighs

2. Cooperation

3. Curiosity & initiative

4. Participation

5. Productivity



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ADVANCE OR THREATEN OTHERS: SCARF

Status- The relative respect, competence, & credibility of the person.

Certainty- A firm conviction of the future.

Autonomy- The ability to make independent decisions.

Relatedness- The connection within the team & their work.

Fairness- The perception of equity & impartial treatment.

Source: Dr. David Rock


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WELL-BEING RESEARCH BY GALLUP

Career Well-Being: On Sunday evening, do you look forward to going to work on Monday?

Social Well-Being: Do you feel as if you belong & can you name at least one-person who cares about you?

Financial Well-Being: During the past 30-days, did you worry if you had enough money to buy food & pay your bills?

Physical Well-Being: During the past 30-days, were you able to do everything you wanted to do physically?

Community Well-Being: During the past 30-days, did you feel safe where you live?



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WHAT IS HAPPINESS?


Happiness isn’t:• Feeling good all the time• Being rich & buying everything you want• A final destination

Happiness is:• A combination of how satisfied you are with your life & how

good you feel day-to-day

Source: Acacia Parks, Ph.D.

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What most of us want in life:

1. To contribute & make a difference

2. To grow emotionally & financially.

3. To experience joy.

THOUGHTS TO PONDER



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THOUGHTS TO PONDER


If you were coaching yourself, what would you say to help you improve your well-being & feelings of happiness?

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1. What’s worked for you for recognizing when your people are negatively stressed?

2. How do you help your people feel as if they belong & have at least one person who cares about them?



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TIMELINE


Person Age Now +1 Year +5 Years +10 Years +20 Years

Me 57 58 62 67 77

Cathy 55 56 60 65 75

Brandon 31 32 36 41 51

Bradleigh 28 29 33 38 48

Katy 31 32 36 41 51

Jackson 5 6 10 15 25

Aubrey 3 4 8 13 23

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CLOSING FOR DAY ONE

• I learned...

• It is important because...

• I plan to...



LDW SPRING 2021INTENTIONAL LEADERSHIP

A Strategic Approach for Leading & Engaging Others

[ 44 ]

LEARNING OUTCOMES

• Positively influence your teams by knowing and executing the drivers of employee engagement.

• Increase employee wellbeing by recognizing the clues they’re overwhelmed or silently suffering from stress.

• Optimize employees working remotely by understanding how the best leaders overcome challenges with communication, collaboration, culture, and performance management.

• Intentionally lead your work-from-anywhere people to achieve more than they could imagine on their own by creating a behavior-based leadership strategy.



[ 45 ]

LEARNING OUTCOME #3

Optimize employees working remotely by understanding how the best leaders overcome challenges with communication, collaboration, culture, & performance management.


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WHAT IS THE MOST IMPORTANT ACTION YOUR IMMEDIATE SUPERVISOR COULD TAKE TO POSITIVELY IMPACT YOUR ENGAGEMENT?

1. Help me to understand my place in the future of the company.

2. Acknowledge people, say "Hello" or "Good morning“

3. Listen to suggestions & the opinions of the team & don’t get upset with us for sharing our thoughts. We don't like being afraid to make a suggestion or comment. We really want to have a good relationship with our supervisor & be successful as a team.

4. Create team-engaging activities to help break down barriers derived from fear of being honest, & to strengthen open communication & constructive feedback.

5. The feedback given tends to be of a neutral to negative nature more than positive, very rarely is a thank you given acknowledging individual efforts on the team. At times, not intentionally, my supervisor's disposition comes across as cold, stand-offish, & aloof.



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BEST PRACTICES

Communication

• Clear and frequent communication

• Checking for understanding

• Inviting dialogue and feedback


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THE 5 CONVERSATIONS FOR REMOTE PEOPLE

To encourage performance: 1. Role & relationship development- Am I needed?2. Check-ins- Am I relevant?3. 1:1- Do you care? 4. Developmental coaching- Are you willing to invest in me?5. Progress review- Do you see my results?Source: Gallup



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BEST PRACTICES

Collaboration

• Brainstorming

• Problem-solving

• Knowledge sharing


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TIPS TO RUN A GREAT VIRTUAL MEETING

1. Use video2. Encourage participants to select a background3. Use a co-created agenda4. Review the agenda at the beginning of the meeting5. Use an icebreaker or compelling question • Send the question in advance; i.e. “win of the week”• Establish minimum & maximum time parameters

6. Involve participants• Rotate facilitators• Rotate presenters



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TIPS TO RUN A GREAT VIRTUAL MEETING

7. Use breakout rooms for large groups8. When tackling issues, be last in offering an opinion 9. Find reasons to laugh & celebrate

• Victories, milestones, & learnings10. Praise the behavior you see in others11. Debrief the meeting

• What went well?• What could be better?• Assign roles for the next meeting

12. Close the meeting with hope & positivity• Thought for the day


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BEST PRACTICES

Culture

• Trust

• Empathy

• Kindness

• Teamwork



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WHAT EMPLOYEES WANT FROM MANAGERS

• Trust• Stability• Compassion• Hope

“Nothing happens until someone expects something of you in ways you can achieve.”

Source: Gallup


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BEST PRACTICES

Performance management

• Clear expectations & outcomes

• Co-create the criteria for success

• Identifying & aligning strengths

• Check-ins & robust 1:1 meetings



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The best leaders have a brief check-in with each team member every week.


They ask two simple questions:

1. What are your priorities this week?

2. How can I help?

Bonus question:

Since we last met, what’s been a low & high for you?

CHECK-IN MEETINGS


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1:1 BEST PRACTICES

• Invite the employee to do most of the talking

• Ask your employee to bring a list of items to talk about

• Avoid a focus on project status reports



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1:1 BEST PRACTICES

• Provide reinforcing & development feedback

• Discuss career development

• Take notes, follow up, & follow through


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1:1 BEST PRACTICES

Frequent compelling questions

1. What’s on your mind?

2. Since we last met, what are a low & a high?

3. What are you worried & excited about right now?

4. What is one accomplishment you will be proud of at the end of this month?



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1:1 BEST PRACTICES

Frequent compelling questions

5. What are your biggest challenges?

6. How can we build on your past success to overcome

these challenges?

7. Would you like more or less direction, or feedback from

me?


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1:1 BEST PRACTICES

Occasional compelling questions

1. How are you feeling about your role?

2. Do you feel like you are learning & growing?

3. In what ways do you want to learn and grow, & how can we align that to our business needs?



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1:1 BEST PRACTICES

Occasional compelling questions

4. How does working here help you be the person you

want to be?

5. At the end of the year, what do you want to be better at?

6. How could we improve our 1:1 meetings?


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THOUGHTS TO PONDER


Make the story of your future best self be more powerful than your story of your past.

- Dr. Joe Dispenza


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1. Do my people believe I care about them?

2. What am I doing to increase my understanding & appreciation for each individual on my team?


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LEARNING OUTCOME #4

Intentionally lead your work-from-anywhere people to achieve more than they could imagine on their own by creating a behavior-based leadership strategy.



[ 65 ]


• Replace the term employee engagement with employee well-being.

• People need every day positive team and individual experiences.


[ 66 ]


Team (we)-Q.8. The mission or purpose of my company makes me feel proud of my work (contributing to something meaningful).

Q.9. My coworkers are committed to doing quality work (work with others who share my values).

Q.10. I have a best friend at work (my teammates have my back).

I am confident about the future of my company (investing in a sustainable organization).




[ 67 ]


Individual (me)-

Q1. I know what is expected of me at work (clear expectations).

Q3. At work, I have the opportunity to do what I do best every day (use my strengths every day).

Q.4. In the last 7 days, I’ve received recognition (recognized for excellent work).

Q.12. This last year, I have had opportunities at work to learn and grow (challenged to grow).



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HIGH-YIELD LEADERSHIP ACTIVITIES & BEHAVIORS

Team (we)-• Communicate strategic & tactical plans

• Help employees see their connection & contribution to the company mission

• Establish shared values, norms, & expectations

• Communicate the business plan, results, & forecasts

• Host weekly staff meetings

• Promptly address team dysfunction



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HIGH-YIELD LEADERSHIP ACTIVITIES & BEHAVIORS

Individual (me)-• Provide weekly check-ins• Provide clear expectations for the outcome & autonomy for the

process• Host robust 1:1’s• Offer stretch assignments & sponsor mentoring• Know how their people want to be recognized• Listen without judgement & suspend the need to be right


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Strategic thinking helps you to:

• Generate options for the future

• Determine the best route forward

• Make a plan to achieve the goal

Tactical thinking helps you to:

• Identify the steps for getting into action

• Determine what resources are needed

• Recognize the essential behaviors for fulfilling the strategy

YOU NEED BOTH TO BE SUCCESSFUL



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She makes a list of her criteria for success:

• Enjoy the training regimen & the actual 26 mile race

• Involve her family with her training

• Stay disciplined in her training to avoid any injuries.

Next she looks to increase her knowledge by

• Researching different training plans

• Reading blogs from other runners

• Visiting a local running store

• Interviewing a personal trainer & a coach.

BRITNEY’S GOAL IS TO RUN A MARATHON BEFORE HER 40TH BIRTHDAY IN DECEMBER


1. Britney selects a training plan and joins the YMCA, which are ______________. 2. Britney schedules her workouts on the family calendar and develops a new routine of laying

out her workout clothes the night before so she starts each day with exercise, which are _____________.

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IDEAS TO INCREASE YOUR AWARENESS, CONFIDENCE, AND COMPETENCE WITH STRATEGIC THINKING

• Increase your strategic inputs to feed your curiosity• SWOT analysis• Zoom out

• Adopt a holistic perspective when viewing & selecting options• A stakeholder’s approach—the interaction of serving the interests of the company,

employees, customers, & regulators • A values approach—the interaction of adding value at work, at home, in your

community, & investing in your personal & professional growth • A risk approach—the interaction of hazard, operational, financial, & strategic risks



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IDEAS TO INCREASE YOUR AWARENESS, CONFIDENCE, & COMPETENCE WITH STRATEGIC THINKING

• Recognize when the situation would benefit from deliberate strategic thinking

• Complex vs. complicated

• Be aware of how your assumptions can limit you way of thinking

• Challenge your assumptions & recognize the tendency to repeat the past

• Guru Peter Drucker would ask the question, “If we weren’t already doing it this way, how would we start?”


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THOUGHTS TO PONDER


Big things come from small changes.

- Rebecca Soni- Six-time Olympic medalist


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1. What is your criteria of success for leading a productive & engaged team?

2. What do you see as your two biggest strengths as a leader?

3. How can you increase the frequency & intensity of these strengths?

4. What is your strategy to assist your people with achieving more than they could imagine on their own?


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FINAL EXAM

1. Highly engaged employees & teams are ______ more productive

2. The manager or team leader alone accounts for ______ of the variance in team engagement.

3. Replace the term employee engagement with employee ____________.

4. People need ___________ positive team & individual experiences.

5. My ____________________ influence my behaviors.

6. Check-in ____________ is more important than ________.


21%

70%

well-being

every day

thoughts & beliefs

frequency quality


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BONUS LEARNING OUTCOME

Create an action plan to continue to learn & grow in your leadership development after the workshop.


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1. What are your three truths about employee engagement? I believe...

2. What are two ideas you can use from the workshop?

3. What is one behavior you will practice for the next 30-days?

4. Who will be you accountability partner for this learning goal?



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THOUGHTS TO PONDER


Leadership, it turns out, is not about being in charge. Leadership is about taking care of those in your charge.

-Simon Sinek

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CLOSING FOR DAY TWO

• I learned...

• It is important because...

• I plan to...



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THANK YOU-

For striving to be your best and contributing to our learning community.


LDW FALL 2021SERVANT LEADERSHIP

Motivating & Inspiring Employees to Greater Success


Documents

Spring LDW Intentional Leadership