CULTURE WARRIOR - PowerPoint Presentation

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CULTURE WARRIOR

Tribal Dynamics and Total EngagementSlide2
Slide3

The Way of the Culture Warrior Slide4

Tribal Dynamics and Total Engagement

Soccer Partner Video Here

https://

youtu.be/YCUaPa8cU6QSlide5

5

Leadership LibrarySlide6

Story Warrior

–

The Boom-A-Rang Measure

Traditions Warrior

– The Do-It Again HabitWarrior Smarts

-

Warriors Know Who the Enemy is

Y Warriors

-

Warriors Know

Why

Green Warriors

–

Grow Warrior Grow

Warrior Recognition

-

Rock Warrior & Duck Warrior

Tribal Leadership

–

Tribal Warfare Winning with Words.Slide7

Clarity & Connectedness

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Understand what their organization is trying to achieve and why

Enthusiastic about their team’s/organization’s goals

Have a clear line of sight between their tasks and their team’s/organization’s goalsFeel their organization fully enables them to execute key goals

Fully trust the organization they work for

63%

80%

80%

80%

85%

Source: Stephen Covey, 8

th

Habit

37%

2

0%

2

0%

2

0%

1

5%Slide8

Clarity & Connectedness

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All

but 2 players would,

in

some way,

be

competing against

their

own team

members,

rather

than the opponent

Only 2

would care

Only 4 of 11 know which goal is theirs

Only 2

know what

position they

play, and

know exactly what they are supposed to do

Source: Stephen Covey, 8

th

Habit

Suppose a soccer team had these same scores

:Slide9

43% trust their boss

Manager – Employee

Relationship

9

57% trust a stranger

65% would choose

a better boss over a raise

Source

:

Michael

Segalla

,

Harvard Business

Review, 2009

;

Michelle

McQuaid

,

2012; The

Employee Engagement Group

35% would forgo a substantial pay raise

to see their direct supervisor firedSlide10

The Gallup Management Journal's http://gmj.gallup.com/ semi-annual Employee Engagement Index puts the current percentage of employees who are

actively disengaged at 17%.

That’s about 22.5 million US workers. Gallup defines actively disengaged as employees who are not just unhappy in their work, but who are busy acting out their unhappiness by undermining what their engaged co-workers accomplish. Each one of these angry and alienated workers is causing their employers roughly $13k in yearly productivity losses on average.

Think this is bad? It gets worse.

A majority of workers (54%) falls into the "not engaged" category.

Not engaged workers are defined as “checked out,” putting in time but not energy or passion into their work. Look around you. Chances are every other person you see is on autopilot.

Only 29%

of workers are estimated by Gallup to be truly "engaged" – i.e., employees that “work with passion and who feel a profound connection to their company.”

These first two numbers add up to

a whopping seventy-one

percent of workers that are in cruise control and active sabotage mode.

Gallup-ing Dis-Engagement

Get Back in the Saddle!Slide11

Employee Engagement

29

%

54

%

17

%

Engaged

Disengaged

Actively

Disengaged

11

Adapted from: The Employee Engagement Group http://employeeengagement.com/Slide12

Employee Engagement

Adapted from: The Employee Engagement Group http://employeeengagement.com/

3 people

Busting their butts

5

people

Watching the scenery

2 people

Sinking the boat

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Imagine on your crew team if:Slide13

Do you know what is expected of you at work?

Do you have the materials and equipment you need to do your work right?

At work, do you have the opportunity to do what you do best every day?

In the last seven days, have you received recognition or praise for doing good work?

Does your supervisor, or someone at work, seem to care about you as a person?

Is there someone at work who encourages your development?

At work, do your opinions seem to count?

Does the mission/purpose of your company make you feel your job is important?

Are your associates (fellow employees) committed to doing quality work?

Do you have a best friend at work?

In the last six months, has someone at work talked to you about your progress?

In the last year, have you had opportunities at work to learn and grow?

= Q12

Gallup's

+Slide14

= Q12

e

Gallup's

Do you know what is expected of you at work?

Do you have the materials and equipment you need to do your work right?

At work, do you have the opportunity to do what you do best every day?

In the last seven days, have you received recognition or praise for doing good work?

Does your supervisor, or someone at work, seem to care about you as a person?

Is there someone at work who encourages your development?

At work, do your opinions seem to count?

Does the mission/purpose of your company make you feel your job is important?

Are your associates (fellow employees) committed to doing quality work?

Do you have a best friend at work?

In the last six months, has someone at work talked to you about your progress?

In the last year, have you had opportunities at work to learn and grow?

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The first is anonymity

, which is the feeling that employees get when they realize that their manager has little interest in them a human being and that they know little about their lives, their aspirations and their interests.

The second sign is irrelevance

, which takes root when employees cannot see how their job makes a difference in the lives of others. Every employee needs to know that the work they do impacts someone's life – a customer, a co-worker, even a supervisor – in one way or another.

The third sign is something I call immeasurement

,. It's the inability of employees to assess for themselves their contribution or success. Employees who have no means of measuring how well they are doing on a given day or in a given week, must rely on the subjective opinions of others, usually their managers, to gauge their progress or contribution.Slide16

My FocusSlide17

> 1/2 of 1%

Tragic

Facts

…or

Awesome OpportunitySlide18
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“A key –

perhaps

the

key –

to leadership is the effective communication of a story.”Howard Gardner

Leading Minds: An Anatomy of LeadershipSlide21
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Creating Culture in a Flash

Actions Speak _____________.

Abraham Lincoln did what? Slide23

TEAM BUILDING vs CULTURE BUILDING

consistencySlide24

Getting 45 teen aged boys to say…

the “L” word

The Soul of a Sports Machine… (Google it)

Fast CompanySlide25

Schwan’s Delivers Slide26

Motivation

Recognition

Education

Connection

When Schwan’s

GathersSlide27

Recruitment

Permission-to-Play

Values are the price of entry into our culture.Slide28

Shared Learning & Common Language

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The

greatest organizations are ones that only employ self-motivated people that can fully embrace the Big, Hairy, Audacious Goal (BHAG

).

Tribal Leadership is not about changing ideas or gaining knowledge; it is about changing language and relationships. It’s not about intellectualizations; it’s about actions.

A culture in which committable core values form the

basis

for hiring and firing – and

real

connections between people are promoted – creates an environment where creative ideas and productivity

thrive

.

Build a cohesive leadership team, create clarity, over-communicate clarity, and reinforce clarity. Slide29

How do you recognize a Warrior?Slide30

Recognition

and Ducks in a ROWSlide31
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6. Leadership LibrarySlide33
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Love'Em

or

Lose'Em

Can I really ask these?

What will keep you here?

What might entice you away?

What is most energizing about your work?

Are we fully utilizing your talents?

What is inhibiting your success?

What can I do differently to best assist you?Slide35

Whose to Blame Commercial Here

LEON

https://

youtu.be/JYB6xteh5TASlide36
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Slide38

Peanut Butter Cheerios Dad Commercial Here

https://youtu.be/6GYxH2-WeZYSlide39

Stealing Your Joy..or Your Cookies…

What’s holding you back…is you

Peer Pressure,

Rushing to Judgement

Oh Miserable YOU!

Losing your Focus, Your Friends, Your Temper, Your Perspective, and Your Mind…Slide40