You are on page 1of 47

November 13, 2012

How to create an honest, transparent, and productive workplace AND increase productivity, profits, and ideas
Linda Dulye, president/founder, Dulye & Co. Webinar resource kit available at: dulye.com/webinar-materials

What Well Discuss Today

Issues that need to be addressed Connection Strategies for creating an honest, transparent and productive workplace Ultimate success factors
Real practices Hard metrics Case study supported

Dulye & Co. 2012

Dulye & Co. Spectator-Free Workplace


Employee Engagement

2-Way Communications

Pulse Check Measurement

Leadership Development

Dulye & Co. 2012

Recognized Expert in Workplace Effectiveness

Columns Case studies Research Podcasts Polls Tool kits


Helpful resources available on demand at dulye.com
Dulye & Co. 2012

Issues That Need to be Addressed

Workplace Realities

Dulye & Co. 2012

Spectator-Free Workplace? Not!

63% of US workers
2012 Towers Watson study

are not fully engaged in their work.

Dulye & Co. 2012

Wheres the Trust?

Companies with high levels of trust enjoy higher stock prices, improved profits, and better retention of key employees.

However
Trust is way down everywhere you look.
Dulye & Co. 2012

Wheres the Honesty? Compared to 5 years ago, the prevalence of lying in the workplace has:
Increased

48%

Stayed the same

42%

Decreased

9%

0%
Dulye & Co. Lying in the Workplace Study
Dulye & Co. 2012

50%

100%

Bottom Line: Need to Create Connections

Apart
vs.

A part
Dulye & Co. 2012

Create an Honest, Transparent, Productive Workplace

Winning Ways

Dulye & Co. 2012

10

Six Connection Strategies

Get grounded Know the big picture Translate requirements Facilitate dialogue Give direct feedback Stay on track

Dulye & Co. 2012

11

1. Get Grounded

95% of my assets drive out


-SAS CEO Jim Goodnight

of the front gate every night, and its my job to make sure they come back the next day.

Engagement is job #1!


Dulye & Co. 2012

12

Engagement is Challenge #1!


What is the top challenge on your professional radar screen for 2013?

Cast your vote in Dulye & Co.'s 2013 Workplace Trends poll: http://dulye.com/quickpoll/dulyeworkplacetrendsquickpoll/
Dulye & Co. 2012

13

Managers Unlock Workplace Potential

How do you create a workplace where truth can reign?

65% of responses point to the manager


leaders must be visible managers who are quick to dispel rumors, gossip and misinformation leaders who encourage all people to speak up managers who use straight language

65
Manager Engagement/Communication Culture Training/other
14

Dulye & Co. Lying in the Workplace Study


Dulye & Co. 2012

Grounded?: Are You an Engaged Manager Poll

Do I make time to be with my employees?


A. I spend at least 30 minutes/day to check in with them. B. I spend 30 minutes/week to check in with them. C. I didnt spend any time this week.
Dulye & Co. 2012

15

Dulye & Co. Research: Reality Check

Manager spends at least 30 minutes/day with employees


Manager responses

73%

Big Disconnect
Employee responses

18%
0% 25% 50% 75% 100%
16

Dulye & Co. 2012

Direct Connections Deliver Big Dividends

For every gain in an executives time spent with at least one (company) insider, productivity advances

1%

2.14%.
2011 Harvard Business School research, What Do CEOs Do?

Over 100% return on investment!


Dulye & Co. 2012

17

Case Study: Connection Evidence

400% cash flow improvement Gains of up to 400% in error reduction 27% reduced labor on key programs 30-50% gains in manager and employee
knowledge

>70% of employees say leaders


communicate effectively and care Best practices recognition by Key Customers
Winning Workplace article available at dulye.com.
Dulye & Co. 2012

18

Case Study: Get Grounded Connection

Leader Workplace Walkarounds

Regular, entourage-free connection.


Dulye & Co. 2012

19

Case Study: Walk-the-Talk

Tracking and Reporting Tool

Week

Dulye & Co. 2012

20

2. Know the Big Picture

StrategyDirectionGoals

Dulye & Co. 2012

21

Case Study: Know the Big Picture


Dulye & Co. Poll: At present, how informed do you feel about the overall goals for achieving our business strategy?
Senior Leader Director VP

14%
Great extent

4% 0% 43% 55% 55% 14% 34% 27% 29% 6% 18% 0% 50% 100%

Some extent

Very little

Not at all

Dulye & Co. 2012

22

Take Stock of Manager Learning Topic


Company/Organization Your Department Other Departments/ Divisions Customers Competitors Industry

Knowledge Source Level

Get Collect quantitative qualitative ratings responses

The more informed a manager is, the better informed his/her work team can be.
Dulye & Co. 2012

23

Case Study: 360-Degree Information Resources

Supplier

Employee at another site

Customer

Industry Expert

Dulye & Co. 2012

24

3. Translate Requirements

Meaningful messages cut through information overload and connect with

ME
Dulye & Co. 2012

25

Translation Tool: A Connection with Each Message

Key message to communicate


What business goal does this support? Why is this important to your/ our team? Why is this important to our dept./co.? Why is this important to our
customers?

Localize, personalizeand go from ME to WE.


Dulye & Co. 2012

26

4. Facilitate Dialogue

Dulye & Co. 2012

27

Case Study: Purpose-Driven Connection What Do I Want to Achieve?


Break the ice between associates and executives Reinforce where going and how doing Learn something from associates Improve trust Open dialogue Get direct feedback Encourage ideas

Purpose: Talk with Outcome: Affect a change

Dulye & Co. 2012

28

2-Way Model: Talk WITH, not AT


Outgoing message
Reach/Relay

Cycle

Incoming feedback
Receive/Respond

Exchange process! CycleNOT a cascade.


Dulye & Co. 2012

29

Feedback Receptivity? How Safe to Speak Up?


Employee Poll: When it comes to listening to feedback that is negative or contrary in tone or content, how comfortable are:
Very Uncomfortable Somewhat Uncomfortable Somewhat Comfortable Very Comfortable

Managers / Supervisors

15%

50%

20%

15%

0%
Dulye & Co. research
Dulye & Co. 2012

25%

50%

75%

100%

30

Dulye & Co. Study: What Facilitates Real Dialogue?

Someone who follows up with questions Someone who doesn't interrupt Someone who maintains eye contact Other
Dulye & Co. Poll May 2012

47%

34%

16%

3% 0% 50% 100%

Questions demonstrate interest.


Dulye & Co. 2012

31

Use Questions to Encourage Feedback and Learning


Open-Ended Questions Invite unfiltered feedback beyond yes or no Open the door to learning (Whats one thing we can do to improve) Closed-Ended Questions Deliver brief, specific answers Wrap up a discussion (Can we move on?) or quickly calibrate (Do you agree?)

Dulye & Co. 2012

32

Case Study: No Passes Allowed Whats going well? Why? Whats not going well? Why?

Whats on my mind?
(ideas, info, questions, concerns)

What help do I need?

Dulye & Co. 2012

33

5. Give Direct Feedback

Say = Words Do = Actions


Crumble zone: Imbalance between the two erodes trust rapidly.
Dulye & Co. 2012

34

3V Assessment: Are You a Straight Shooter?

VISUAL
(How you convey it)

Impact
50% 40% 10%

V V

OCAL

(How you say it)

ERBAL

(What you say)


Source: International Association of Business Communicators
Dulye & Co. 2012

35

6. Stay on Track

Dulye & Co. 2012

36

Case Study: Manager Scorecard Whats Working?


Manager makes time to talk directly with team about reorganization Employees comfort in asking tough questions

Whats Not?
Follow-up on questionstakes too long to get answers, too many rumors taking over

Lessons Learned
Informal huddles are more effective than sit down, formal team meetings. People more comfortable speaking up.

Corrective Actions
Team rep. to canvas top 3 rumors of the week and review with manager Manager to address them at team huddle

Integrate into team meetings. Use at least quarterly.


Dulye & Co. 2012

37

Case Study: Manager Assessment

Do I ask questions that get employees to talk with me?

Dulye & Co. Are you an engaged A. Yes. I spend more than manager? half of the time listening. poll available at B. I ask questions, but people arent quite so open. dulye.com/webinarmaterials C. I tend to do most of the

talking.
Dulye & Co. 2012

38

Add Connection Strategies to Performance Reviews

Accessibility Personal Knowledge Team knowledge Openness Listening Responsiveness


Evaluate specific skills that foster openness and trust.
Dulye & Co. 2012

39

Ultimate Success Factors

Commitment Ownership Impact

Dulye & Co. 2012

40

What Happened to Accountability?

The lack of accountability in the workplace has led to a breakdown in trust.


Dulye & Co. 2012

Say? Do?
41

Case Study: Dont Assume Accountability, Work It


Serious consequences for Say/Do Imbalance: Trust and credibility evaporate/Morale sinks. Week 1 Week 3 Week 5 Walkaround Scoreboard
Mary Barron Tom Miller Marion Spencer Michael Phillips Chris Arielini Chip Copeland John Bulson Catherine Potter Lester Nakasian Aaron Steiger Red = Incomplete
Dulye & Co. 2012

Yellow = Late complete

Green = Complete 42

Week 7

Case Study: Demonstrate Impact

Walk

Apply

Talk

Learn
Direct connections fuel continuous improvement.
Dulye & Co. 2012

43

Case Study: Align with Business Dashboard Connection Practice


Goal
Operational Excellence

Connection
Weekly walkaround by key leaders 30 mins/week per leader

Result
20-40% increases in cost savings from employee ideas

Operations Dashboard
Dulye & Co. 2012

44

Recap: Connection Strategies

Get grounded Know the big picture Translate requirements Facilitate dialogue Give direct feedback Stay on track

Everyday practices to be practiced every day.


Dulye & Co. 2012

45

Reminder: Webinar Resource

Find Dulye & Co.s Are You an Engaged Manager? poll and todays webinar presentation dulye.com/webinarmaterials

Dulye & Co. 2012

46

Thank You!

Todays presentation available at dulye.com/webinarmaterials

The contents of the presentation are considered proprietary to Dulye & Co. Any reproduction or disclosure requires the consent of Dulye & Co. For more information, please contact Liz Smithers, Executive Assistant, at 347-733-1144, lsmithers@dulye.com.
Dulye & Co. 2012

47