Each member of the Engage for Success Special Interest Group on Engaging Leadership were asked to distil their knowledge and experience down to just 5 critical points. There was a high degree of consensus around a number of issues - authenticity, inspiration, communication, integrity, humanity, coaching and accessibility. We hope the following pages provoke some reflection and encourage you to analyse and challenge your own behaviour and the behaviour of colleagues.

1. Leadership
Hot Tips
Collection
Engaging
Engage for Success
Special Interest Group

2. About the
Hot Tips
collection
Each member of the SIG
was asked to distil their
knowledge and experience of
engaging leadership down to
just 5 critical points.
There was a high degree of
consensus around a num-
ber of issues - authenticity,
inspiration, communication,
integrity, humanity, coaching
and accessibility.
We hope the following pages
encourage you to analyse
and challenge your own be-
haviour and the behaviour of
colleagues.
Contributors:
Nigel Girling (Chair)
CEO, National Centre for Strategic Leadership
Bob Hughes
The Forton Group
Dilys Robinson
Institute for Employment Studies
Tony Evans
egi:live communication
Doug Crawford
Cerus Consulting
Amy Armstrong
Ashridge Business School
Jonathan Booth
Journey Group
Ian Dodds
CEO, IDC
Steve Jones
Skills for Business
Emma Donaldson-Feilder
project: Managing for sustainable employee engagement:
developing a behavioural framework
Michael Maynard
Director, Maynard Leigh
Joe Espana
Performance Equations
Juliet Hancock
Organisation Development Consultant &
Change Coach
Tony Kerley
Lighthouse Training & Development
Victoria Page (Editor)
Kelda Water Services
Christine Miller
Resourceful Group
Michelle McArthur-Morgan
Jigsaw@Work
Caroline Taylor-Martin
Consultant - Barclays Employee Engagement Programme
Be Engaged|Be Engaging
2

3. “Develop a vision
worth caring about -
people want to feel that
their work is essentially
valuable: to you, to the
organisation, to the hu-
man race. If the goal is
probably pressing the
wrong buttons.”
Nigel Girling
CEO , National Centre for Strategic
Leadership
“Behave authenti-
cally; being true to
oneself and behaving
in a manner that is
consistent with ones
values.”
Doug Crawford
Cerus Consulting
“Be true to yourself
and who you really
are – you will eventu-
ally be found out if you
try to be something
else.”
Jonathan Booth
Journey Group
“Genuine and able to
demonstrate positive
regard”
Steve Jones
Skills for Business
“Focus - strive to be
consistent, focused
and relentless so that
no-one can have any
doubt who you are,
what you are doing or
why.”
Tony Kerley
Lighthouse Training & Development
“Know yourself.”
Juliet Hancock
Organisation Development Consultant
& Change Coach
AUTHENTICITY
3

4. “Inspire: As a leader
your enterprise must
have a cause beyond
merely making money,
People want meaning
and they want the feel-
ings that come from
having a meaning. A
leader that can show
an employee how to
nest their own personal
purpose within the vi-
sion of the company or
team will create a new
level of engagement.”
Michael Maynard
Director, Maynard Leigh
“Be a leader worth
following -
mean you have to be a
hero. It does mean you
stand for something
worthwhile and exhibit
behaviours and values
worth emulating.”
Nigel Girling
CEO, National Centre for Strategic
Leadership
“Visionary.”
Juliet Hancock
Organisation Development Consultant
& Change Coach
“Inspire, motivate
and develop - whatev-
er else you do in your
role, it is these three
things that resonate
over time.”
Nigel Girling
CEO, National Centre for Strategic
Leadership
“Offer an inspiring
vision of success.”
Ian Dodds
CEO, IDC
INSPIRATIONAL
“Choose your
‘leadership shadow’
- show your passion
for your business and
smile... often. Go the
extra mile and say
‘come-on, we can do
Tony Kerley
Lighthouse Training & Development
the head down!
a leader... lead! Set
an example that your
people admire and
want to emulate.”
Victoria Page
Kelda Water Services
“Lead by example –
Jonathan Booth
Journey Group
4

5. “Face to Face It:
to someone in a way
that includes subtext,
nuance and implication
unless you can witness
them - that is actually
see and experience
the whole communica-
tion. Face-Time is vital;
two way, full bodied
dialogue.”
Michael Maynard
Director of Maynard Leigh
“Engage (obvious-
ly!) - Seek out multiple
ways to regularly talk
face-to-face with your
people.”
Tony Kerley
Lighthouse Training & Development
“Visibility and acces-
sibility: having a gen-
uine open door, being
welcoming, walking the
locations.”
Dilys Robinson
Institute for Employment Studies
ACCESSIBILITY
5

6. “Organisational fair-
ness – organisations
talk about transparen-
cy and most people
when asked agree that
it is a good idea but
few follow through on
it. Transparency, in an
organisation where
everyone can see
everything everyone
is doing provides a
major opportunity for
organisational fairness.
Everyone can see
what is involved, if
something changes,
everyone can see why
and silent parties can
be seen for what they
are doing.”
Michelle McArthur-Morgan
Jigsaw@work
“Know yourself.
Deeply. Honestly.
Warts and all – and
remember that others
can only see the parts
of your character that
you reveal. So show
them the real you.”
Nigel Girling
CEO , National Centre for Strategic
Leadership
“Personal integrity:
honesty, openness,
truthfulness, doing
Dilys Robinson
Institute for Employment Studies
“Create an environ-
ment where individ-
uals are not afraid to
raise issues and be
honest, and listen to
them.”
Caroline Taylor-Martin
Consultant - Barclays Employee
Engagement Programme
“Invest in character,
not reputation, that
will follow: So polish up
your integrity, dust off
your principles and buff
up your values.”
Michael Maynard
Director, Maynard Leigh
INTEGRITY
and problems - Deal-
ing with employee con-
and abuse) and using
appropriate organisa-
tional resources.”
Emma Donaldson-Feilder
“Focus - Strive to be
consistent, focused
and relentless so that
no-one can have any
doubt who you are,
what you are doing or
why.”
Tony Kerley
Lighthouse Training & Development
“Trustworthy”
Steve Jones
Skills for Business
“Walks the talk”
Steve Jones
Skills for Business
6

7. “Be open and honest
at all times – the only
way to build trust and
respect.”
Jonathan Booth
Journey Group
“Foster trust and
respect; being trust-
worthy, exhibiting trust
in others and fostering
a climate of mutual
respect.”
Doug Crawford
Cerus Consulting
“Trust others before
expecting to be
trusted.”
Joe Espana
Performance Equations
“Live and breathe
your company
values, and recognise
others for doing the
same.”
Caroline Taylor-Martin
Consultant - Barclays Employee
Engagement Programme
“Trust your people -
Build trust by making
time to really listen
to your people and
operate with integrity
– ‘behaviour breeds
Tony Kerley
Lighthouse Training & Development
“Understand your
personal impact!
aware of it! We all im-
pact each other, seek
to understand yours
and strive to make it
positive.”
Victoria Page
Kelda Water Services
“Do not tolerate bad
behaviour or behav-
iour that contradicts
your company values.”
Caroline Taylor-Martin
Consultant - Barclays Employee
Engagement Programme
“Be consistent!”
Jonathan Booth
Journey Group
“Do what you say
you will - keep prom-
ises and behave in a
way you say others
should behave.”
Juliet Hancock
Organisation Development Consultant
& Change Coach
“Show the courage
to hold to what you
believe is true.”
Juliet Hancock
Organisation Development Consultant
& Change Coach
“Take the risk of hon-
esty - not just when
it suits you or you can
afford to do it.”
Juliet Hancock
Organisation Development Consultant
& Change Coach
INTEGRITY
7

8. “Lead a Learning
Organisation: People
love to learn, it is a
core psychological
driver. The energy
unlocked through
development activity is
immense. Your team
will allow themselves
to be fully involved
and utilised if they are
developing, particularly
through what we call
is also a way of turning
-
ablers of engagement,
downturns can be won-
derful tutorials about
the human condition;
mistakes teach us
valuable lessons about
have vital insights hid-
den amongst them.”
Michael Maynard
Director of Maynard Leigh
“Clarity of direc-
tion and feedback:
because people like to
do what they should be
doing and know why,
doing it.”
Dilys Robinson
Institute for Employment Studies
“Sets high expecta-
tions whilst demon-
strating high challenge/
high support.”
Steve Jones
Skills for Business
“Knowledge, clarity
and guidance- Clear
communication, advice
and guidance, demon-
strating understanding
of roles and responsi-
ble decision making.”
Emma Donaldson-Feilder
“Supporting develop-
ment -Supporting and
arranging employee
career progression and
development.”
Emma Donaldson-Feilder
“Encourage problem
solving – allow people
to learn from their mis-
Caroline Taylor-Martin
Consultant - Barclays Employee
Engagement Programme
COACHING
8

9. “Foster growth;
acknowledge and
harness diverse skills
and abilities and ena-
ble people to develop
and utilise their full
potential.”
Doug Crawford
Cerus Consulting
“Stimulate learning;
encourage a culture of
constructive feedback,
learning from one
another and appro-
Doug Crawford
Cerus Consulting
“Empower others;
demonstrate trust
abilities and judgment
of your people and de-
volve decision making
to the lowest appropri-
ate level.”
Doug Crawford
Cerus Consulting
“Make sure everyone
has the information
and training they
require to successfully
deliver their contribu-
tion.”
Ian Dodds
CEO, IDC
“Provide a secure
base – show that you
care about and believe
in the abilities of your
people and you will
give them the belief in
themselves and the
decisions and take
risks.”
Michelle McArthur-Morgan
Jigsaw@work
COACHING
“Empower each
person to make their
full contribution.”
Ian Dodds
CEO, IDC
9

10. “Two-way commu-
nication: interpreting
organisational strategy
and messages in a
way that makes sense
to people, and listening
to them and involving
them in decisions.”
Dilys Robinson
Institute for Employment Studies
COMMUNICATE
“Articulate your
expectations clearly;
tell stories that illus-
to your organisation.”
Caroline Taylor-Martin
Consultant - Barclays Employee
Engagement Programme
“Mindful Communi-
cation – encourage
the practice of mindful
communication. This
will have a positive
impact upon the
intelligence.”
Michelle McArthur-Morgan
Jigsaw@work
“Seek and listen to
and understand every-
will help and hinder
successful delivery.”
Ian Dodds
CEO, IDC
“Ensure each person
has regular feedback
doing and how they
can use their unique
qualities and skills to
be a high performer.”
Ian Dodds
CEO, IDC
“Know and share
how you are going
to win - Victorious
then go to war, while
defeated warriors go to
to win.”
Tony Kerley
Lighthouse Training & Development
“Create a climate of
openness where feed-
back in all direction is
the norm and people
feel comfortable
exploring ideas without
put down.”
Joe Espana
Performance Equations
10

11. “Communicate
authentically and
deal with relationship
tensions.”
Joe Espana
Performance Equations
“Create meaning and
purpose; articulating
a vision and sense
of direction that is
meaningful to people
and which creates
a sense of common
purpose and emotional
engagement.”
Doug Crawford
Cerus Consulting
“Provide a clear
vision and direction
and allow people to
participate in develop-
ing the journey towards
goals so that they have
ownership and are
committed.”
Joe Espana
Performance Equations
COMMUNICATE
“Set a clear direction;
you want to do and
about it and what you
expect of others.”
Steve Jones
Skills for Business
“Take it on the chin!
Listen to feedback…
remember how people
feel is not right or
take heart in that
trusting environment in
which someone feels
able to give you honest
feedback and whether
you act on feedback or
not, tell people. Explain
why... you said, I did.”
Victoria Page
Kelda Water Services
“Say it how it is!
Keep it simple, use
language everyone un-
derstands and believe
it, why should anyone
Victoria Page
Kelda Water Services
11

12. “SCARF
social domains of
being human, Security,
Certainty, Autonomy,
Relatedness and Fair-
David Rock. Ensuring
the social needs of em-
ployees are rewarded
rather than threatened,
as is so often the case
in organisational life,
leads to an increase in
engagement.”
Michelle McArthur-Morgan
Jigsaw@work
“Empathy: showing
an interest in people,
understanding what
motivates them,
seeing the organisation
through their eyes.”
Dilys Robinson
Institute for Employment Studies
“An organisation is
not just an arrange-
ment of resources
and processes – it
is a network of teams
and individuals and it
runs on relationships,
not data.”
Nigel Girling
CEO , National Centre for Strategic
Leadership
“Openness, fairness
and consistency-
Managing with integ-
rity and consistency,
managing emotions/
personal issues and
taking a positive ap-
proach in interpersonal
interactions.”
Emma Donaldson-Feilder
“Don’t try to wear a
superhero costume:
People follow people,
and that means being
human and that means
being vulnerable.”
Michael Maynard
Director of Maynard Leigh
HUMANITY
“Appreciate people
for who they are as
well as what they do.”
Joe Espana
Performance Equations
12

13. HUMANITY
“Building and sus-
taining relationships
- Personal interac-
tion with employees
involving empathy and
consideration.”
Emma Donaldson-Feilder
“Admit weakness -
own up to mistakes
have all the answers.”
Juliet Hancock
Organisation Development Consultant
& Change Coach
“Be human!
People are not ma-
chines. Respect that
they are on the same
roller-coaster of life
that you are.”
Victoria Page
Kelda Water Services
“Honour the passing
of something – before
rushing full steam
ahead with change,
allow space and time
to honour or mark the
passing of the “old”
way. Before individuals
can move onto the
next thing, they must
be allowed to grieve.
An important part of
the grieving process is
marking or honouring
the passing.”
Michelle McArthur-Morgan
Jigsaw@work
13