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How Great Leaders Drive Results via Accountability and Employee Engagement

A look at the results from our Fall 2014 survey looking at the the relationship between accountability and employee engagement in the workplace. You can view the webinar here: https://www1.gotomeeting.com/register/137288832

How Great Leaders Drive Results via Accountability and Employee Engagement

  1. 1. How Great Leaders Drive Results 2014 The Forum Corporation Via Employee Engagement and Accountability
  2. 2. When we Last Spoke We Shared Some Insights on Engagement, Specifically Discretionary Effort and We Answered 3 Main Questions: Why is Engagement Important How Engaged are Employees Today What Factors Contribute to a Highly Engaged Workforce Forum Believes that Engagement is Strongly Influenced By: Perceived Work Environment (Climate) Trust Employee Engagement Needs www.forum.com 2
  3. 3. Agenda Share Interesting Highlights of our “August Pulse” Survey 30% 22% 23% 25% Provide an Update on What’s New in Engagement Reveal Insights that Identify How we can Better Support our Leaders www.forum.com 3 Individual Contributor First-Line Manager Mid-Level Manager Executive
  4. 4. Questions we’ll Answer Today What did our “August Pulse” Survey tell us About Engagement? What is Accountability? Why is Accountability Important? How Accountable are Leaders Today? Does Engagement + Accountability Performance that Matters? How can We Help Leaders Become Great? www.forum.com 4
  5. 5. What Great Leaders Do Create a Culture of www.forum.com 5 Engagement Accountability
  6. 6. What did Our Latest Survey Tell us About Engagement? www.forum.com 6
  7. 7. Engagement www.forum.com 7
  8. 8. Engagement www.forum.com 8
  9. 9. Engagement www.forum.com 9
  10. 10. What’s the Status? According to Our 2014 “August Pulse” Survey* Highly Engaged Employees = 22.3% We saw Similar Results from Other Recent Surveys** US – 26.9% Europe – 12.8% Australia/New Zealand – 16.9 Asia – 13.6 *Based on 421 participants **Corporate Executive Board, Q4 2012 www.forum.com 10
  11. 11. Story – Performance that Matters Engagement Going Beyond the Call of Duty to Get a Result Accountability Doing the Right Thing in Challenging Circumstances www.forum.com 11
  12. 12. Engagement Accountability in Action Today’s Marketplace = Intense Pressure to Innovate www.forum.com 12
  13. 13. Engagement Accountability in Action www.forum.com 13
  14. 14. Engagement Accountability in Action CEO “We need to redo this!” www.forum.com 14 Head of Design Manufacturing Mid Level Manager “I agree with you. We could have done better.” “This is not a world class product”
  15. 15. Engagement Accountability in Action www.forum.com 15
  16. 16. Story – Performance that Matters Engagement Going Beyond the Call of Duty to Get a Result Accountability Doing the Right Thing in Challenging Circumstances www.forum.com 16
  17. 17. Polling Question What percentage of your organization is both highly engaged and accountable? – Less than 10% – Between 10-30% – Between 31-50% – Between 51-70-% – More than 71% www.forum.com 17
  18. 18. Do we need a New Formula? Engagement + Accountability Performance that Matters? www.forum.com 18
  19. 19. What is Accountability? www.forum.com 19
  20. 20. Accountability - Definition Doing the Right Thing in Challenging Circumstances www.forum.com 20
  21. 21. Why is Accountability Important? www.forum.com 21
  22. 22. Why Accountability Matters Driving Strategic Initiatives Successfully Depends on it* Key Success Factors: – Continuous Improvement during Implementation Phase Devising Executing Alternative Plans when Needed – Achieving Maintaining Clarity Procedures for Getting the Work Done Performance Goals that Focus Individual Effort Feedback: “How I am doing” Excerpt from *Implementing change with Impact, 2014 McKinsey report www.forum.com 22
  23. 23. Accountability Personal Performance • Clear Expectations • Admitting Mistakes • Getting Support 0 20 40 60 80 100 Clarifying expectations Admitting mistake despite risk Getting support for needed abilities and resources Addressing commitment I did not keep Getting others to accept accountability Getting others to honor a commitment they have not kept Advocating a point of view others disagree with Disagreeing with others and preserving relationships www.forum.com 23 Two-Thirds Indicate: % Selecting
  24. 24. How Accountable are Leaders Today? www.forum.com 24
  25. 25. Accountability Score *Highly Accountable 65% Very Highly Accountable 18% www.forum.com 25
  26. 26. Accountability Gaps by Size of Gap 0 5 10 15 20 25 Getting needed abilities and resources Advocating for a different viewpoint when others disagree Getting others to accept an accountability they disagee with Addressing a commitment I made but did not keep Admitting mistakes despite the risk www.forum.com 26 Gap
  27. 27. Managerial Accountability Gaps* What employees say… 50% Say that they See Leaders Model Accountable Behavior 42% of Leaders Keep Promises 35% Leaders Share Information Broadly *HBS blog, November 2012; 5,400 leaders globally www.forum.com 27
  28. 28. Priority for Clients Some of Our Clients Make Accountability a Top Priority Top Leadership Competency Anchored to the Pursuit of Business Ethics Key Focus of Talent Management Systems www.forum.com 28
  29. 29. Culture of Accountability: Executive View Accountability Cultures have Leaders that Set the Context 4 Leader Variables with the Strongest Influence on Accountability Keep their Promises Model Accountability Ensure Clear Goals Ensure Needed Ability Resources As a Leader, Modeling Accountability makes it Possible for you to Hold others Accountable www.forum.com 29
  30. 30. Culture of Accountability Gaps 0% 10% 20% 30% 40% 50% Ensure Needed Ability Resources Ensure Clear Goals Model Accountability Keep their Promises www.forum.com 30 Strongly Agree Agree
  31. 31. Does Engagement + Accountability Performance that Matters? www.forum.com 31
  32. 32. Are Engagement Accountability Related? Engagement Correlates with Culture of Accountability 3 Leader Variables with the Strongest Influence on Engagement Keep their Promises Ensure Needed Ability www.forum.com 32 Accountability Cultures have Leaders that Set the Context Engagement Accountability are Influenced by Common Drivers Resources Share information openly 4 Leader Variables with the Strongest Influence on Accountability Keep their Promises Model Accountability Ensure Clear Goals Ensure Needed Ability Resources
  33. 33. An Interesting Observation While Engagement Accountability were Correlated for First Line Executive Leaders, they are Not for Middle Managers Executive Middle Manager First Line High Moderate Low What is Going on for Middle Managers? Strength of Relationship www.forum.com 33
  34. 34. What Might Account for the Gap? Engagement Levels are Not Lower…so Could it be that Middle Managers are Caught Between… Broad Goals and the Means Needed to Translate Them into Action www.forum.com 34 Changes in Priorities and Resources that Limit the Ability to Follow-Through Clear Goals and Having Access to Adequate Abilities Resources Drive Accountability
  35. 35. Are we Missing an Opportunity? Using Performance Management Only 47% agree that their Organization use Performance Management to Close Accountability Gaps Using Coaching Only 38% Agree that their Organizations use Coaching to Close Accountability Gaps www.forum.com 35 Use Coaching to Support Accountability Yes No Use Performance Management to Support Accountability Yes No
  36. 36. How can We Help Leaders Become Great? www.forum.com 36
  37. 37. Implications for Action 6 Actions that Can Help the Middle 60% Contribute Like the Top 20% www.forum.com 37
  38. 38. “6 for 60” 1. Establishing Clear Well-Aligned Goals 2. Addressing Differences in How Goals are to be Achieved 3. Advocating for Needed Resources Abilities 4. Admitting Mistakes to Advance Problem Solving 5. Resolving Dilemmas 6. Coaching Accountable Action www.forum.com 38
  39. 39. Further Exploration is Needed What Accounts for the Smaller Relationship between Engagement Accountability among Middle Managers? Are there Regional Differences? When Managers Resolve these Gaps, what do They Do that Accounts for Their Success? www.forum.com 39
  40. 40. Thank You At Forum, we help our clients develop their leaders, managers and sales teams to realize specific business objectives faster and more effectively. We are proud to provide award-winning, comprehensive training solutions backed by in-depth research to clients around the world. Contact us: marketing@forum.com Website: www.forum.com Twitter: http://twitter.com/TheForumCorp Facebook: www.facebook.com/TheForumCorp LinkedIn: www.linkedin.com/company/the-forum-Corporation Google+: https://plus.google.com/+ForumCorp www.forum.com 40

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