COLLEAGUE ENGAGEMENT

for Trinity Health

Find additional resources created

just for Trinity Health CEOs at:
trinityhealth.e3solutions.com

WELCOME.
There is no question that the demands on leaders and managers have never
been more sophisticated and complex than they are today. Whether its
managing the supply chain, using the new suite of workplace analytics,
automation, quality control, or employee performance the talents needed to
be a successful manager and leader are increasing. Management needs new
and better skills in order to cope with these growing challenges. One of the
biggest human resource hurdles facing business today is getting employees
engaged and keeping them that way.
We oer a science-based, empirically validated approach to
improving workplace engagement. Human performance is not simply the
result of ecient processes, elegant organizational structure, or pay scales
(although these are valuable inuencers). Recent research in the eld of
neuroscience is nothing short of revelatory, providing a better understanding
of what human beings need to thrive. We builds proven approaches based on
insights from the eld of neuroscience and the behavioral sciences.
Cheers,

CONTENTS

the e3 engagement model

the engagement bell curve

engagement delivers results

impact of disengagement

cost of disengagement

colleague engagement dened

drivers of colleague engagement

10

evolution of work

11

highly eective leadership

12

understanding the brain

16

what drives behavior

18

introduction to positive leadership

20

discretionary eort

21

impact at work & home

22

impact in organizations

24

impact in teams

25

impact as a positive leader

26

prole of a positive leader

30

positive leaders commitment

32

positive leadership self assessment

E3 SOLUTIONS MODEL
TO IMPROVING ENGAGEMENT
Understand

Align

Build
relationships

Create a felt
sense of safety

Measure

THE ENGAGEMENT
BELL CURVE

n
tio
c
t
sfa
en
ati
S
m
t
e
n
ag
tie
g
a
n
P
dE
an

3x more
productive than the
Actively Disengaged

Actively
Disengaged

Somewhat
Disengaged

Engaged

Actively
Engaged

Notes

ENGAGEMENT
DELIVERS RESULTS

When comparing highly engaged organizations with similar companies with

low levels of engagement, the dierences are substantial.
Companies with high engagement
Companies with low engagement

(Hay Group)

23% More Revenue

43% More Productivity

30% Improved Business

Performance

88% of
engaged employees

38% of
disengaged employees

% of employees who believe they can

positively impact the quality of their
organizations products and services
(Towers Watson)

Customer loyalty improves

up to 56% for highly
engaged companies
(Gallup)

Employees in highly engaged workplace cultures are 87% less likely to quit.
(Towers Perrin)

Financial performance is four times better for organizations with fully engaged employees compared
with dissatised employees. (Watson Wyatt)
Companies with highly engaged employees are 26% more productive, have lower turnover risk, and
are more likely to attract top talent. They have also earned 13% greater total returns for shareholders
over the past ve years. (Watson Wyatts 2008/2009 WorkUSA Report)
Fully engaged employees are 2.5 times more likely to exceed performance expectations than their
disengaged colleagues. (Hay Group)

THE IMPACT

OF DISENGAGEMENT

LOOKS LIKE:

RESULTS IN:

THE COST

OF DISENGAGEMENT

$
Dollar Amount

%
Percentage
of Revenue

Number of
Employees

Reasons

Notes

COLLEAGUE ENGAGEMENT
DEFINED

ENGAGEMENT IS A positive, fullling, work-related state of mind that is characterized by vigor, dedication,
and absorption.

THEY LOVE WHAT they are doing, and they look forward to coming to work. They are passionate about
what they do, feel that they are an important part of the big picture, and feel that their energy and
innovation make their companies not only successful but competitive as well.

ENGAGEMENT IS AN individuals sense of purpose and focused energy, evident to others in the display
of personal initiative, adaptability, eort, and persistence directed toward organizational goals.
Engagement is the psychic kick of immersion, striving, absorption, focus, and involvement...felt and
sensed by employees...

EMPLOYEE ENGAGEMENT IS a deep and broad connection that employees have with a company that
results in a willingness to go above and beyond whats expected of them to help their company succeed.
She feels emotionally connected to the organization and its leaders, and she is willing to put that
knowledge and emotion into action to improve performance, her own and the organizations.

Employee Engagement
[em-ploi-ee en-geyj-muh nt]

1. An employees willingness to freely give discretionary eort to their

employer.

-E3 Solutions denition

DRIVERS OF

COLLEAGUE ENGAGEMENT
COGNITIVE
Focus What is my/the companys mission?
Capability Do I have what it takes to succeed?
1. Competency: training, learning
2. Capacity: ability to absorb and integrate learning
3. Tools & Resources: equipment, technology,
software
4. Processes: organizational procedures, rules,
networks, and structures that encourage success

EMOTIONAL
Relationships (with supervisor and trusted colleagues)
Well-being
Safety/Trust
Recognition/Validation
Inspiration/Motivation

APPRECIATIVE INQUIRY
Holding people accountable without being negative
A

APPRECIATE
First, I want to thank you for your eorts on this project...

BE REAL (level-set and hold them accountable)

Having said that, it is disappointing that we didnt hit our objectives. I think youll agree
we fell well short of the goal line.

EXPRESS CURIOSITY
Im curious; if we were going to do this again, what should we do dierently?

Notes

ACTION ITEMS:

KEY TAKEAWAYS:

THE EVOLUTION
OF WORK

LEADERSHIP 1.0

LEADERSHIP 3.0

BORING
ROUTINE
AUTOMATED

CREATIVE
SOLUTION FOCUSED
INNOVATIVE
LOV ACTUALIZED

Notes

Researchers say todays leadership paradigm

is much less about a specialized role for the
individual and more like a shared process of
inuence for every member of the organization.
10

HIGHLY EFFECTIVE
LEADERSHIP

Identify common values

Create a shared sense of social identity around target values

Make meaning and oer purpose

Be consistent and predictable

Be relational

Celebrate success and validate eorts

Be congruent with mission, vision and target values

HIGHLY
EFFECTIVE
LEADERSHIP

HIGHLY
ENGAGED
EMPLOYEES

HIGHLY
LOYAL
CUSTOMERS

EXCEPTIONAL
RESULTS

11

UNDERSTANDING
THE BRAIN

Most of what we do during the day is reactive to unconscious forces we never hear, yet their voices
represent a chorus of intent and behavioral guidance that cannot be ignored. Nowhere is it more
important to integrate this understanding than in the workplace. When considering employee
engagement, these forces are the key to understanding the origin of intrinsic motivation and
sustained high levels of performance. What follows are a few facts about the brain to help our
understanding.
The brain occupies about 3% of our body mass but consumes about 20% of our resources. Energy
is scarce there simply arent enough resources to fuel everything the brain is capable of doing.
This helps us understand why when we force employees to multitask, the quality of their work
(and their IQ) typically declines.
There is a hierarchy of need hardwired into the brains circuits. When the going gets tough, the
limbic system, which has control precedence, can hijack energy in order to focus our behavior on
critical survival imperatives (so-called ight, ght, or freeze responses).
One of the key functions of the limbic system is the processing of our emotions. This part of the
brain is known for its hypersensitivity to perceived danger. It constantly scans for danger
(real or potential) and directs us to the most appropriate behavioral responses, often with little
conscious thought. Since our brains are risk averse, the general goal is to scan for and identify
any potential danger, not to be precise or accurate.

12

Emotion
[ih-moh-shuh n]
noun

1. Our internal GPS, guiding our actions, behaviors and thoughts toward
a destination the brain has been seeking every day since birth.
The guidance is prolic, typically silent (subconscious), and driven by
the hard-wired need for connection, validation, and predictability.
Emotion has control precedence in your brain.
-E3 Solutions denition

Due in large part to this danger/negativity bias (often referred to as favoring false positives),
neuroscientists say it takes ve positives to neutralize one negative. It also means constructive
criticism may not be as benecial as we once thought. As neuroscientist Dr. James Coan told our
team, Anything negative is a punch to the brain.
One scientist said he likens the limbic brain to a squirrel its not very smart but it is hyper-attentive
to danger. A twig snaps and it scrambles up the closest tree. The key objective is to survive, even
if precious energy is wasted doing so. Our ancient ancestors who thought about the danger likely
perished. Those who screamed like a baby and ran (or reactively climbed a tree), were the ones
most likely to survive.

Anything negative is a punch to the brain.

There is another story here related to the scarcity of resources in the brain. It turns out dierent
parts of the brain consume energy at dierent levels. The brain is designed, in part, to avoid using the
energy-hogging functions. The most expensive part of the brain is the prefrontal cortex where we
do all of our thinking, wondering, worrying, data crunching and daydreaming.

13

So lets create a currency for the brain neurobucks.

This currency label will help us talk about the resources
the brain spends coping with work, relationships, food
acquisition, and every other challenge it faces throughout
your day.
As a result of the parsimonious way it releases energy
resources, the brain strives to spend as few neurobucks as
possible, especially the big bucks required to run the
prefrontal cortex. It wants to push as much processing as
possible to the less expensive functions that can make snap decisions based on whatever
(often limited) information it can assemble in a few nanoseconds.
These points where the brain elects to save a wad of neurobucks are invisible to us. The inexpensive
brain functions make most of the thousands of decisions we process during the day silently, in the
voiceless background of our minds. Its like taking a shortcut, only we never sense the shift in direction,
let alone the journey itself. The shortcut is taken silently; we just act in response. As inevitable as a
raindrop falling from the sky, unaware of the gravity pulling it downward.
This, by the way, is why positive brand equity is so important in commerce. Consumers habitually
take quality assessment shortcuts (save neurobucks) based on a brand they respect (or want to
own or display).
Lastly, we are only aware of about 2% of our brains activity 98% of what our brain does throughout
the day it does on its own volition. That doesnt mean it just wanders around on a rudderless
neurological scavenger hunt. It has a plan. One it has been acting on since birth. It wants you to
survive, and it knows from centuries of experience that to be successful you need two key conditions:
to be safe, and to be connected with others.

14

Notes

ACTION ITEMS:

KEY TAKEAWAYS:

22

15

WHAT DRIVES
OUR BEHAVIOR?

SURVIVAL

SAFE
HAVEN

SAFETY

WHATS NEXT?

16

CONNECTION

HOW AM I DOING?

WHATS NEXT?

HOW AM I DOING?

KEY TAKEAWAYS:

17

AN INTRODUCTION TO
POSITIVE LEADERSHIP

Leadership and learning are

indispensable to each other.
- J. F. Kennedy

POSITIVE LEADERSHIP
n. The strategic reliance on a positive bias to steer cultures toward conditions
that support employee well-being, improve business outcomes like productivity
and protability, and align organizations with the science behind maximizing
employee engagement.

THE SCIENCE BEHIND POSITIVE LEADERSHIP

Positive leadership is a phrase that captures a broad range of actions organizational managers and
leaders can take to create conditions that bring out the best in human behavior. These conditions allow
employees to thrive, not simply because the environment is positive (versus negative), but because
the human brain is attracted the positivity. It is a hardwired condition to seek a positive environment
and the brain is better able to thrive closer to its full capacity in the absence of negativity.

18

Negative conditions, such as a hierarchical, unavailable, punitive manager, create a level of

toxicity that will prevent employees from achieving anywhere near their full potential. There is
no question that negative tactics can motivate human behavior, but this is not sustainable over
the long term and will prevent organizations from achieving peak performance. These tactics
will be primary drivers of workplace drama, poor performance, and turnover (just to name a
few).
There is a growing body of research that demonstrates the measurable advantages of
managers who are positive leaders. These advantages include improvements in individual
behavior, team ecacy, and overall organizational performance. There are few approaches
from management that deliver the broad range and level of increase in employee
engagement than a singular focus on improving the positive conditions in organizations and
in teams. Positive leaders will become critically important assets to any company seeking to
achieve and maintain a high-performance culture.
The denition of a great leader has shifted over the last several decades. Leadership initially
focused on individual characteristics (roles and traits) - a category we refer to as Leader 1.0.
The next evolution, Leader 2.0, placed high-value on a leaders style and vision. Leaders who
were charismatic, motivational, and emphasized an exciting vision of the future fall into this
category. The leaders (at all levels in an organization) who will be most successful moving
forward will be more positive, relational, and collaborative and see themselves more like the
lead facilitator of a positive social ecosystem rather than a hard-nosed taskmaster.
Welcome to Leadership 3.0.

POSITIVE LEADERSHIP
LEADER

FOLLOWER
what they do

how they behave

what they
feel

what they
experience

what they
say

19

DISCRETIONARY EFFORT
IN EMPLOYEES

Every employee comes to work every day with discretionary eort a level of eort that they only
volunteer. If you saw someone doing it you might say that person was exceeding expectations or
going above and beyond. It is a level of eort above what they are required to give in order to get by
during the day. Almost all employees know what the threshold is for a minimum level of eort so
management wont pull them aside and say, You seem to be slacking today.
Positive leaders encourage the release of discretionary eort. When employees dont have to regularly
defend themselves or worry about the next negative comment or action from their manager, they have
more capacity to do the right thing. Negative, toxic workplace conditions hijack a tremendous amount
of mental bandwidth, robbing employees of both their desire and ability to do their best - to thrive.
Maintaining accountability is essential to positive leaders, yet they nd ways to improve accountability
without being negative. Negative feedback often feels like it is unfair and lacks context (What about
all the good things I got done?) And when employees feel they have been treated unfairly or when
recognition around good deeds is rarely heard, discretionary eort slows to a trickle.
Finally, discretionary eort is maximized when managers and other leaders appeal to the intrinsic
motivators of their employees. Intrinsic motivations, those related to values, aspirations, and self-worth,
are typically far more eective than the traditional nancial rewards and pay-for-performance schemes.
Employees can be motivated by nancial rewards, but that is a one-dimensional response to increasing
levels of eort, and the research shows the collateral damage can be signicant to both business
outcomes and cultural integrity.

Notes

20

IMPACT AT
WORK & HOME

Positive Leadership has a signicant impact on the workplace environment. Employees who work under
managers who practice positive leadership work harder, perform better, make higher-quality decisions,
and are more creative, exible, and adaptive. Best of all, employees in a positive environment engage in
more helping behaviors and citizenship activities (e.g., helping others, being generally supportive).
Employees in psychologically safe and positive work environments enjoy better health with fewer
stress-induced illnesses.

The evidence is clear that the leadership

qualities of bad bosses over time exert a
heavy toll on employees health. The evidence
is also clear that despite the rationalization
some leaders may use to defend their
stress-inducing, unsupportive style, such
behavior by leaders does not contribute to
improved individual performance or
organizational productivity.

Chronic stress in the workplace has a direct impact on home life, as well. When employees carry their
stress from work into their personal lives they magnify the toxicity since they inadvertently introduce
negativity at home.

Chronic stress that can result when

someone must deal daily with a bad boss
has been linked to high blood pressure,
sleep problems, and anxiety and is
also associated with several unhealthy
behaviors such as smoking, excessive use
of alcohol and overeating.

21

IMPACT IN ORGANIZATIONS
POSITIVE LEADERSHIP

There are several ways that researchers assess the degree of positivity in an organization. One early
metric in this new eld of study is to measure the number of positive statements made throughout the
day and compare that to the number of negative statements. Researchers literally sit and listen and
categorize the conversations they hear in the organization. The results are remarkable.
The single most important factor in predicting organization
performance which was more than twice as powerful as any
other factor is the ratio of positive statements to negative statements.

Other factors that represent positivity can also be assessed within the organization. Some researchers
have categorized a bucket of behaviors they label virtuousness.
Investigations of 16 dierent industries (manufacturing, retail,
nancial services, healthcare, education, government, not-for-prot), revealed
a signicant and positive relationship between the implementation
of virtuousness (e. g., forgiveness, compassion, optimism, trustworthiness)
and improvements in protability, productivity, quality, innovation,
customer satisfaction and employee retention.

22

Every client we have measured year over year has shown improvement in their employee engagement
scores. In fact, beginning in their third year our clients can identify a positive trend line based on their
growing employee engagement scores. This positive trend, driven by a pro-engagement commitment of
organizational leaders, delivers benecial impacts to the company.

Firms that showed the most improvement in virtuous

practice scores also achieved the highest levels of
protability, productivity, engagement, and employee and
customer retention two years later compared with rms that
did not improve or that improved the least.

There is another way to increase the ratio of positive to negative statements in an organization reduce
the negatives! This is a two-track process, and progress needs to be made on both fronts simultaneously:
increase the positive feedback and recognition employees receive while at the same time reducing the
negative inuencers across the enterprise.

Negativity has a disproportionate impact. The

brain is hardwired to look for, anticipate, and avoid
threats. Our brain is constantly searching for
potential threats and actually has a hardwired
tendency to assume things are potential threats
even when they are not. Neuroscientists refer to
this as favoring false positives. In this case
positives refers to true or real threats. Negative
impacts also carry a heavier metabolic load than
positive inuencers. This means that we will
remember the sting from the negative experience
far longer then we will remember the felt pleasure
from a positive interaction. All the more reason to avoid the negatives whenever possible inside workplace
cultures.
Researchers now estimate that it takes ve positive interactions just to neutralize one negative. Obviously,
if we dont reduce the number of negative interactions inside organizations, even increasing positive
inuencers will be an uphill struggle to create pervasive and lasting change.

23

IMPACT IN TEAMS
POSITIVE LEADERSHIP

The highest performing teams (based on unit protability, customer satisfaction, and 360-degree
evaluations) demonstrated stronger connections among team members and more positive conversations
and interactions.
The highest performing teams were characterized by a 5:1 positive
communication-to-negative communication ratio, and a measure of connectivity
that is, the amount of engagement, information exchange, and involvement
by team members was almost twice as high as the lowest performing teams.

EXAMPLES OF VIRTUOUS LEADERSHIP

24

IMPACT AS A LEADER
POSITIVE LEADERSHIP

Managers who adopt positive leadership practices help perpetuate positive change in their organization.
Forming positive, high-quality connections between team members helps to build resilience and
personal commitment, and helps mitigate potential set-backs or misunderstandings. By implementing
positive communication practices and a more open relational style, leaders strengthen neurological
connections between safety, recognition, validation, and the workplace. When leaders are perceived as
more sincere, authentic and positive in their daily behaviors, employees respond.

Leaders who express more positive emotions

engender the same emotions in followers, who then
perceive that leader as more charismatic and
eective. Leaders adoption of positive practices
helps motivate positive change and desirable
outcomes in their organizations.

Healthy relationships are essential in creating positive workplace cultures.

Forming high-quality connections produces higher amounts of
learning, resilience, cooperation, job satisfaction, involvement,
commitment and physical health in individuals. And, it produces
increased cooperation, attachment of employees, suppliers, and
customers, as well as more adaptability in organizations.

A study by a Harvard professor puts the issue in striking medical terms.

We dene the quality of the connection in terms of whether
the connective tissue between individuals is life-giving or life-depleting.
Like a healthy blood vessel that connects parts of our body, a high-quality
connection between two people allows for the transfer of vital
nutrients; its exible, strong, resilient.
In a low-quality connection, a tie exists (people communicate,
they interact, and they may even be involved in interdependent work),
but the connective tissue is damaged. With a low-quality connection,
there is a little death in every interaction.

25

THE PROFILE

OF A POSITIVE LEADER
A POSITIVE LEADER THINKS:
How to motivate
About priorities
Transformatively
With condence in team
About the why

A POSITIVE LEADER FEELS:

Connected
Responsible
Compassionate
Curious
Caring

VIRTUOUS LEADERSHIP BEHAVIORS

Respect
Empathy
Kindness
Integrity

26

A POSITIVE LEADER IS:

Consistent
Relational
Strengths-based
Open & Curious

WHAT A POSITIVE LEADER SAYS

Lets take a look at the week ahead
How was your weekend?
I have great condence in you.
I need some help with this. What do you think?

WHAT A POSITIVE LEADER DOES

You are predictable.
You extend your hand, you mentor, you smile.
You look for strengths before targeting problems.
You are available, you lead with curiosity.

16
27

REFERENCES
Achor, S. (2010). The Happiness Advantage: The Seven Principles of Positive Psychology that Fuel Success
and Performance at Work. New York: Broadway Books.
Cameron, K. (2003). Positive Organizational Scholarship Foundations of a New Discipline. San Francisco,
CA: Berrett-Koehler.
Cameron, K. (2013). Practicing Positive Leadership Tools and Techniques that Create Extraordinary Results.
San Francisco, CA: Berrett-Koehler.
Cascio, Wayne, and Boudreau, John (2008). Investing in People: Financial Impact of Human Resource
Initiatives. Upper Saddle River, New Jersey: FT Press and the Society For Human Resource Management
(SHRM), page 127.
Colan, Lee J., PhD (2009). Engaging the Hearts and Minds of All Your Employees: How to Ignite Passionate
Performance for Better Business Results. McGraw-Hill, page 2.
Cooperrider, D., & Whitney, D. (2008). Appreciative Inquiry Handbook for Leaders of Change (2nd ed.).
Brunswick, OH: Crown Custom Pub.
Dutton, J. (2007). Exploring Positive Relationships at Work: Building a Theoretical and Research Foundation.
Mahwah, NJ: Lawrence Erlbaum Associates.
Friedman, G. (2009). The Next 100 Years: A Forecast for the 21st Century, Doubleday, p.9
Gebauer, Julie and Lowman, Don (2008) Closing the Engagement Gap: How Great
Companies Unlock Employee Potential for Superior Results. Penguin Group, page 8.
Macy, William H., et.al. (2009) Employee Engagement: Tools for Analysis, Practice, and Competitive
Advantage. Wiley-Blackwell, pages 5-7.
Millennials surpass Gen Xers as the largest generation in U.S. labor force. (2015, May 11). Retrieved
February 18, 2016, from http://www.pewresearch.org/fact-tank/2015/05/11/millennials-surpassgen-xers-as-the-largest-generation-in-u-s-labor-force/
Quick, J. (2014). Harvard Med School instructor, WP Oct. 21, 201.4

28

Notes

ACTION ITEMS:

KEY TAKEAWAYS:

29

I COMMIT TO BEING A POSITIVE LEADER.

THEREFORE...

I am predictable.
I extend my hand, I mentor, I smile.
I look for strengths before targeting problems.
I am available and I lead with curiosity.
I am encouraging.
I am inclusive.
I express gratitude.
I advocate and follow through.
I make common sense common practice.

30

A SAMPLE DAILY ROUTINE

OF A HIGH-IMPACT LEADER
It takes less than an hour
a day to make a powerful
impact on your team.
Consider implementing
at least two of these
actions each day
over the next month.

8 AM
9 AM
Mentally run through your day
before meetings begin. Identify
one person in each meeting
with whom you want to connect
at a relational level.
Time: 5 minutes
1 PM
Take 20 minutes after lunch
to physically walk to dierent
members of your team to
check in, connect, and see
if there is a way you can support
them today.
Time: 20 minutes

On the commute to work, think

about one team member who
deserves recognition or could
benet from one-to-one time
with you.
Time: 5 minutes
11 AM
In your team meeting, publicly
recognize and appreciate your
whole team or one person for
something specic that recently
made a dierence to your
department or the company as
a whole.
Time: 2 minutes
4 PM

5 PM
Before you head home for the
day, spend 5 minutes reecting
on your eorts and impact as a
leader today. What were your
wins and your lessons learned?
Make these notes in your
Leadership Journal.
Time: 5 minutes

Send a quick email to the team

member you last had a one-toone meeting with, to let them
know you appreciate the
progress they have made on a
project they are working on.
Time: 3 minutes

TOTAL TIME: 40 MINUTES

POSITIVE LEADERSHIP

Always = 5

Frequently = 4

Sometimes = 3

Seldom = 2

As a leader, to what extent do you:

Never = 1

S E LF-ASSESSME NT

1. Foster information sharing so that people become

aware of colleagues diculties and therefore can
oer assistance, validation or empathy?
2. Demonstrate forgiveness for mistakes and errors
rather than punish perpetrators or hold grudges?
3. Provide support and development as an indicator of
forgiveness for individuals who have blundered?
4. Express gratitude to multiple employees each day?
5. Make gratitude visits and the distribution of gratitude
notes a daily practice?
6. Ensure employees have an opportunity to provide
emotional, intellectual, or physical support to others
in addition to receiving support from the organization?
7. Model positive energy yourself, and also recognize
and encourage other positive energizers in your
organization?
8. Provide more feedback to individuals about their
strengths rather than their weaknesses?
9. Spend more time with your strongest performers
than with your weakest performers?
10. Communicate a ratio of approximately ve positive
messages for every negative message to those with
whom you interact?
11. Provide opportunities for employees to self-assess
with your supportive and honest feedback?
12. Consistently distribute notes or cards to your
employees complimenting their performance?
13. Provide accountability feedback in supportive ways,
especially using descriptive rather than evaluative
statements, so that the relationship is strengthened?
CO PY RI GH T 2 0 1 6, E3 SO LU T I ON S

32

Always = 5

Frequently = 4

Sometimes = 3

Seldom = 2

Never = 1

14. Focus on the detrimental behavior and its

consequences, not on the person, when correcting
people or providing corrective feedback?
15. Establish, recognize, reward, and maintain
accountability for goals that contribute to the
organizations social ecosystem so that the eects
on other people are obvious?
16. Emphasize and reinforce the organizational core
values with team members to increase the
connection between these values and daily behavior.
17. Tie the outcomes of the work to an extended time
frame so that long-term benets are clear?
18. Ensure that contribution goals (what employees give)
take precedence over acquisition goals (what
employees get) for individuals in the organization?
19. Clarify for your direct reports the specic set of
expectations and responsibilities associated with
their roles as well as the mission, values, and culture
of the organization?
20. Meet at least monthly in 1-on-1 meetings with your
direct reports?
21. Consistently and continually emphasize ongoing
improvement and the development of strong
interpersonal relationships among direct reports?
22. Have a formalized routine in which you can regularly
demonstrate positive climates, positive relationships,
positive communication, and positive meaning
associated with the work?

Totals:
Score Guidance
22-44= considerable room for growth and improvement
45-64 = solid foundation, room for growth, keep progressing
65-84 = well above average, role model for others
85-110 = mentor, advanced relational skills

Grand Total:
Adapted from Cameron, 2012

33

Notes

KEY TAKEAWAYS:

ACTION ITEMS:

TAKE TEN TO ENGAGE

weekly planner
Key Driver

Week:

Manager Actions

Done

Inuence

CARE
Who can I connect with at a personal level?
RECOGNIZE
What opportunities do I have to provide
recognition?
ACTIVE LISTENING
Take time to provide intentional listening in
meetings.

MINDSET

CONSULT
What change ideas can I discuss and seek input
from the team?
CELEBRATE
Find one thing or accomplishment this week to
celebrate.
CONNECT
What small thing can I do this week to build work
relationships?
FEEDBACK
Seek one-on-one time with my direct reports to
provide situational feedback.

FOCUS

VISION
Tell a story this week that connects an employee
action or decision to the values of the company.
DEVELOP
Who can I work with to create a development
opportunity this week?
RESOURCES
Seek feedback from sta on adequacy of
CO PY R I G H T 2 0 1 5-2 0 1 6 , E 3 S O LU T I O N S
resources to perform their job well.
SELF-REFLECTION: What worked well? Where can I improve?

Copyright E3, 2016

www.e3solutions.com

CAPABILITY

Where is your
organization headed?
Companies with high levels
of engaged employees are
more productive, protable
and have higher levels of
customer loyalty.

HOW
ENGAGED
ARE YOUR
EMPLOYEES?
GREAT LEADERS

know that strong company cultures result in

strong companies. They know that developing
a great company requires you to:

Engaged employees
embrace the organizations
mission and vision, model
the core values and
nd meaning and purpose
in what they do.
Do your employees love
coming to work? Dont you
wish more of them did?

HIGH-PERFORMANCE
CULTURES DELIVER MORE:
Productivity

ENVISION

Protability

the company you want. Understand the core

values and the WHY that drives the company.

Engaged Sta

EMPOWER
senior leaders, managers and employees with
the know-how and tools needed to buy-in to the
company values, create strong team dynamics
and develop high-performance cultures.

ENGAGE

employees at all levels, using a science-backed

approach, to create a more productive, loyal, and
protable workplace.

Loyal Customers

AND LESS:
Turnover
Sick Leave
Drama
Negativity
Errors/Accidents