The Impact of the Disengaged Leader; The cost to the ... · Stacy L. Shamberger, Executive Vice President. Skyline Group International. EXECUTIVE COACHING ORGANIZATIONAL EFFECTIVENESS

EXECUTIVE COACHINGORGANIZATIONAL EFFECTIVENESS

RESEARCH, SURVEYS &ASSESSMENTS

SCALABLE INNOVATIVE LEADERSHIP SOLUTIONS

The Impact of the Disengaged Leader; The cost to the business, employee satisfaction and attrition

Presented by:Stacy L. Shamberger, Executive Vice President

Skyline Group International



SCALABLE & INNOVATIVELEADERSHIP DEVELOPMENT

Takeaways Today

• Define/Profile of the disengaged leader• Recognize the disengaged leader• How to engage the business in

conversations regarding the disengaged leaders

• Creating a development plan for leaders• Metrics/Research: The Hidden Drivers of

Leader Engagement




http://www.skylineg.com/

http://www.skylineg.com/




Data We Will Review Today

Research completed in February 2015 - conducted by Dr. Salvatore Falletta of the

Organizational Intelligence Institute




Much is Known About Employee Engagement




It Doesn’t Add Up!4 in 5 senior leaders consider employee

engagement to be a risk factor for business

Only 1 in 10 senior leaders are highly engaged and willing to go the extra mile for their organizations




Who Has the Greatest Impact




The Ripple Effect

Consider The Ripple Effect




And Then There’s This Stat…75% of people voluntarily leaving their jobs don’t quit their jobs they quit their bosses.




Some Symptoms Include…




Symptoms Translated to Business Impact




When is Leader Engagement Unhealthy?

• Micromanagement• Incompetent • Taking on too much, not delegating• Friend vs. Leader




DO YOU KNOW OF ONE?




It’s All In Fun, Maybe!




The Transformation




The Balanced Leader

The Balanced Leader




It’s All About the Skills?




The Business Conversation

• What matters to the business• Engaging executives• Gather data• What should be measured• A plan for improvement/change• Cost vs. Benefit




Let’s Dig into The Research




Underlying causes of leader disengagement

Over 200 participants completed the survey representing 29 different industries

Approximately 53% of all participants were Director-level or above with over 20 years experience on average

Research InsightsLeader Engagement Survey




People Manager & Organizational Leader

PEOPLE MANAGER

• First-line manager/supervisor• Single team of direct reports• Scope of role (small/moderate

with a specific charter)• Decision rights and fiscal

authority limited

ORGANIZATIONAL LEADER

• Leader of managers• Large business unit/function• Scope of role (large and

complex)• Decision rights and fiscal

authority broad (P&L)




Moving the Needle on EngagementThe Most Challenging Groups Are…?

THIS PRESENTS A SIGNIFICANT BUSINESS CHALLENGE WHEN YOUCONSIDER THE HIGH COST OF DISENGAGED LEADERS







LEARNING AND DEVELOPMENT SOLUTIONS PLAY A CENTRAL ROLE INADDRESSING LEADER ENGAGEMENT AND DISENGAGEMENT

Rank Most Frequently Prescribed Strategies and Solutions %

1 Leadership development/training 34.0%

2 Core values – communication 31.4%

3 Strategy, goals, and objective alignment 30.8%

4 Employee communication improvements 26.4%

5 Employee/learning and development opportunities 25.8%

6 Coaching 24.5%

7 Career paths for people managers and individual contributors 17.6%

*Participants were permitted to select up to five areas of focus (i.e., strategies and solutions) from a list of 39

Most Frequently Prescribed SolutionsLeader Engagement Survey




1. Trust and integrity2. Nature of the job3. Line of sight between individual

performance and company performance

4. Career growth opportunities5. Pride about the company6. Employee development7. Personal relationship with one’s

manager8. Coworker/team members9. Pay fairness10. Personal influence11. Well-being

Source: The Conference Board – Gibbons, 2006; Ray, Powers, & Stathatos, 2012

What are the Drivers of Engagement?The Conference Board




Rank What Matters Most for High-Potential Leaders %**1 Organizational leadership opportunities 46.5%2 Advancement & promotion opportunities 40.3%3 Compensation (base pay, bonuses, commission) 39.0%4 Organizational culture 37.1%5 Job fit (the job fits your skills, interest, preferences, and personality) 34.0%6 Line-of-sight between individual performance and company performance * 32.1%7 Trust & integrity in the leadership * 28.9%8 Learning and development opportunities * 28.3%9 Relationship with immediate manager/leader * 24.5%

10 Recognition 22.0%11 Executive visibility 20.1%12 Company growth and performance 18.2%13 Decision making authority/decision rights 16.4%14 Collaborative/team work environment 14.5%15 Access to budget/fiscal resources 12.6%

**Participants were permitted to select up to ten drivers from a list of 46.

What Matters Most?High Potential Leaders

Primary Drivers

SecondaryDrivers




Primary Drivers

SecondaryDrivers

Rank Respondents with C-Level Aspirations and High Achievement/Ambition %**1 Organizational leadership opportunities 53.7%2 Advancement and promotion opportunities 49.3%3 Compensation (base pay, bonuses, commission) 46.3%4 Executive visibility 41.8%5 Decision making authority/decision rights 38.8%6 Job title (EVP, VP, director) 34.3%7 Job fit (the job fits your skills, interest, preferences, and personality) 31.3%8 Risk taking 29.9%9 Company reputation/prestige/brand 26.9%10 Personal brand opportunity 23.9%11 Organizational structure 19.4%12 Personal influence 17.9%13 Organizational culture 14.9%14 Learning and development opportunities 13.4%15 Recognition 10.4%

**Participants were permitted to select up to ten drivers from a list of 46.

What Matters Most?“Aspiring Leaders”




Differentiating Strategies and Solutions




RANK ALL EMPLOYEES(THE USUAL SUSPECTS)

1 Trust and integrity in the leadership

2 Line of sight between individual and organizational performance

3 Nature of the job

4 Career growth opportunities

5 Pride about the company

6 Employee development

7 Personal relationship with one’s manager

Differentiating Strategies and Solutions

HIGH-POTENTIAL LEADERS

Organizational leadership opportunities Advancement & promotion opportunities

Compensation (base pay, bonuses, commission)

Organizational culture

Job fit

Line-of-sight between individual and organizational performance

Trust & integrity in the leadership

ASPIRING LEADERS

Organizational leadership opportunities Advancement and promotion opportunities

Compensation (base pay, bonuses, commission)

Executive visibility

Decision making authority/decision rights

Job title (EVP, VP, director)

Job fit




1. Segment your leadership talent

2. Develop analytics capabilities

3. Measure leader engagement

4. Avoid a “one-size-fits-all” approach

5. Identify your disengaged leaders fast

Call to ActionWhat does it all mean and what to do about it?




The top 20% The middle 70% The bottom 10%

Customize and Reward Maximize the Middle Manage Up or Out!

ENGAGEDLEADERS

• Develop skills

• Scope and complexity of role

• Rewards and recognition

• Provide coaching

• Provide stretch assignments

• Develop hidden strengths

• Mentor and provide feedback to help them grow faster

• Clear performance expectations and measures

• Consistent performance feedback

DISENGAGEDLEADERS

• Management fit

• Organizational structure

• Tools and resources

• Provide development

• Comp and Title

• Visibility

• Decision Making

• Opportunities

• Manage out

“A” Players “B” Players “C” Players

Solutions by Leadership Talent




A Summary EquationLeader Engagement + Skills = Business Results




1. Segment, segment, segment!

2. Measure and pinpoint the hidden causes of disengaged leadership

3. Build programs that develop individual leadership skills and capabilities to maximize leader engagement and performance

3 Things You Can Do




Stacy L. ShambergerExecutive Vice President Skyline Group

[email protected]

mailto:[email protected]

Documents

The Impact of the Disengaged Leader; The cost to the ... · Stacy L. Shamberger, Executive Vice President. Skyline Group International. EXECUTIVE COACHING ORGANIZATIONAL EFFECTIVENESS