The workforce engagement equation : a practitioner's guide to creating and sustaining high performance

Content: The Great Seattle Fire: An Analogy for Our Times       Fire and Mud in the Twenty-First Century      Leadership Is a Choice-Rise Up, You Worthy Bastards, and Follow Me!  Seven Cardinal Sins of Change Leadership: Seven Reasons Why Things Don't Change       1. The Status Quo Exists to Serve the Status Quo       2. Saying Isn't Doing: I'm an "Idea Man"       3. Frequent Turnover: Manager of the Month       4. Rearranging Deck Chairs on the Titanic: Majoring on the Minors       5. Lack of Holistic Solutions: The Operation Was a Success but the Patient Died       6. Failure to Stay the Course: Are We There Yet?       7. Attention Deficit Management: Dismantling What Works       Don't Abandon Hope-There Is a Solution  Stages of Organizational Development       Intuitive Assessment of Group Developmental Stages      Parallel Paths-Group Development and Project Management          Stage 1-Forming: Preparing for the Voyage and Assembling the Crew  Overview and Assessment: Forming       Assessing Where You Are or Where You Want to Go Analysis: Forming       Assembling the Crew  Forming Element 1: Setting a Clear Vision for the Organization       Setting a Course: Leading Your Way to Higher Performance-Value Proposition       Building a Sustainability Engine-Part 1: Forming  Forming Element 2: Senior Leadership Involvement       Appropriate Delegation of Authority       Project Charters       Team Charters and Organizational Stages            Purpose of the Team Charter during Focusing            Purpose of the Team Charter during Committing            Purpose of the Team Charter during Sustaining Performance            Purpose of the Team Charter during Renewal  Forming Element 3: Resource Allocation and Strategic Staffing       Dual Staffing Plan (Team "P" and Team "F")       Essential Framework of Teams  Forming Element 4: Climate of Trust, Mutual Respect, and Mutual Success       Role of Communications in Building Trust       Opening the Johari Windows            Shifting Boxes            Opening Windows  Forming Element 5: Team Members and the Team Leader Know and Value Each Other's Styles, Strengths, and Preferences       Self-Awareness: DISC-Personality Temperaments and Preferences      Behavioral-Based Model of Temperaments and Preferences       Observable Traits of DISC Styles       Quick and Dirty DISC Assessment       "D"-Dominant: Entrepreneurs, Adventurers, and Change Agents            Communicating with a "D"            Potential Blind Spots and Weaknesses of "D"s            Motivation for "D"s       "I"-Influencer: Politicians, Social Directors, and Entertainers            Introversion as Compared to Extroversion            Motivation for "I"s           Potential Blind Spots and Weaknesses of "I"s       "S"-Sustainer: Administrators, Mediators, and Counselors           Potential Blind Spots and Weaknesses of "S"s            Communicating with "S"s       "C"-Conscientious: Scientists, Engineers, and Accountants            Potential Blind Spots and Limitations of "C"s       Natural versus Adapted Behaviors            DISC Space       General Guidelines for Working with DISC Temperaments            Working with Dominant Personality Types-"D"s            Working with Influencing Personality Types-"I"s            Working with Sustaining Personality Types-"S"s            Working with Conscientious Personality Types-"C"s       DISC at a Glance       DISC Temperaments and Team Strengths       Focus on Strengths, Not Limitations  Forming Element 6: Leaders Set the Tone for Effective, Open, and Inclusive Communication       Hidden Agendas       Situational Approaches to Leadership       Understanding the Leadership Styles            Leadership Determinants       Effective and Ineffective Demonstration of Leadership Styles       Quick and Dirty Leadership Self-Assessment            How You See Yourself as Compared to How You Are Seen by Others       Adapting Leadership Styles to Individual Needs       Leadership by Default       DISC Temperament Effects on Leadership Tendencies            "D": Dominating/Directing            "I": Influencing/Problem Solving            "S": Sustaining/Developing            "C": Conscientious            Hijacked Leadership and Best Intentions       Leadership Styles and Rewards       Avoid Being a Bottom Feeder       Individual Emotional Responses to Change  Forming Element 7: Communications Are Planned, Deliberate, and Broad Reaching      Principles of Communication       Communications Process       Developing a Strategic Communications Plan       Communications and Feedback: More Is Better       Provide Regular Updates on Organizational Progress       Sneaking the Camel in under the Tent       Keeping It Consistent versus Keeping It Fresh       Believability  Forming Element 8: Clear Behavioral Norms Are Established and Broadly Observed       Team Ground Rules       Enforcing the Ground Rules  Forming Element 9: Meetings Are Well Planned, and Prior Notice Is Provided       Planning for a Meeting  Forming Element 10: Meetings Are Well Run, Structured, and Productive      Required Roles for Effective Meetings       Conducting Meetings Following the Cyclical Communications Process  Key Takeaways: Forming-Preparing for the Voyage  Forming Project Plan         Stage 2-Focusing: Establishing the Ship's Routine Overview and Assessment: Moving from Forming to Focusing  Focusing Assessment  Analysis: Focusing versus Stumbling  Focusing Element 1: The Vision, Mission, and Values of the Organization Are Clearly Defined and Articulated       Strategies Compared to Tactics       Strategy Maps and Logic Models            Outcome-Driven Strategy Maps            Process-Driven Strategy Maps (Logic Models)       Disaggregating the Mission and Vision into Strategy and Tactics       Building a Vessel of Organizational Success  Focusing Element 2: Well-Defined and Functioning Systems       Introductions to Systems Thinking            Manual versus Automatic Systems       Management Operating Systems      Principles of Systems Design            Flowcharting Systems Made Easy       From Strategy Maps to Process Steps: Peeling Back the Layers of Systems       Installing the Process Sustainability Engine into the Vessel of Organizational Success  Focusing Element 3: Significant Involvement of the Crew       Two Parables of Engagement            The Chicken Is Involved           River of Commitment  Focusing Element 4: Well-Defined Organizational Structure       Disaggregation of Strategies into Goals and Roles       Primary Reasons Organization's Work below Their Strategic      Optimum       DISC Impacts on Delegation and Trust       The Time Horizon-Keeping It between the Two Ditches            The Lasting Impact of Failed Change Initiatives       Example: Defining Roles, Time Horizons, and Responsibilities            "To Be" as Compared to "As Is"  Focusing Element 5: Gaining Commitment and Alignment of Individual Tasks and Goals       Example of Defining Individual Roles and Responsibilities       Framework of Effective Individual Success (Steps 1-5)       Fall Points and Communications            Behavioral Responses Essential to Eliminating Fall Points            Detailed Analysis of Fall Points  Focusing Element 6: Develop Goals, Action Plans, and KPIs       SMART Goals       Cumulative Goal Development       Goal Consistency  Focusing Element 7: Effective Leadership toward Problem Solving      Adaptive Leadership and Problem Solving  Focusing Element 8: Organizational Problem Solving       Driving and Restraining Organizational Forces            Avoiding Being Martyred for the Cause by Ignoring the "Sacred Cows" and 800-lb "Gorillas"       Choosing a Vehicle: The All Purpose Tool-Using the Crescent Hammer            Problem Recognition and Definition           Analysis            Use of Brainstorming       Decision Analysis Criteria       Leadership and Problem Solving            The Second Difference Separating Leaders and Martyrs  Focusing Element 9: Tactical Interpersonal Communication and Feedback       Rules of Engagement in Support of Team Ground Rules            Speak for Yourself and Speak of What You Know to Be Fact  Focusing Element 10: Healthy Attitude about Conflict       Building Bridges before the Flood-Laying the Foundation Conducive to Managing Conflict       Understanding the Sources of Conflict            Conflict Arising from Change            Emotional Responses to Change            Factors Affecting the Difficulty of Change            Conflict Arising from Goal Disparity and Limited Resources       Responses to Conflict-Reactionary versus Deliberate            The Emotional Response-A Tale of Two Roses       Emotional, Cognitive, and Physiological Behavioral Drivers            Habituated Responses            Scripting            Five Response Options to Conflict       Strategic Conflict Choices            Compete-Desire to Please Self Stronger than the Desire to Please the Other            Accommodate-Desire to Please Other Stronger than the Desire to Please Self            Collaborate-Strong Desire to Please Self and Equal Desire to Please the Other            Avoid/Withdraw-Low Desire to Please Other and Unwillingness to Engage for Self           Compromise-Willingness to Accept Less for the Sake of the Relationship or to Move Forward            Temperament, Desire to Please Self versus Desire to Please Others            Conflicts and the Balance of Power      Thoughtful Reactions to Conflict            Compelling Behavior through Persuasion or through Manipulation       Ground Rules to Consider that Promote a Healthy Approach to Conflict       Leadership Necessary to Create a Healthy Organizational Climate  When to Revisit Forming  Key Takeaways: Focusing versus Stumbling  Focusing Project Plan   Stage 3-Committing: Building Speed  Overview and Assessment: Committing versus Fragmenting  Analysis: Committing versus Fragmenting       Hope, Control, and Equity       Inclusion, Purpose, and Congruence  Committing Element 1: High Degree of Congruence between Individual and Organizational Values and Working Approach       Alignment between Individual and Organizational Values and Goals       Freedom to Act-Be Careful What You Wish for: Do You      Really Want Engagement?            The Engagement Model of the United States Military      Environmental Incongruence: "Planting Seeds in Bleach"            Individual Indicators of Incongruence            Organizational Indicators       Balancing the Workforce Engagement Equation  Committing Element 2: Structured Approach to Training and Qualifications       The Five Spheres of Individual Competence       Principles of Training Every Manager Should Know            Training Is Not the Goal of "Training"       Will versus Skill       Setting Clear Expectation through the Use of Training Checklists            Training Checklists            The DACUM Process            Minimizing Generational Competency Decay       Principles of Learning: Systems Thinking       Principles of Learning: Memory      Outcomes of Utilizing a Structured Approach to Training and Qualifications  Committing Element 3: Team Members Have and Keep Faith with Their Teams       To Be Trusted, You Must First Be Trustworthy            Timely and Complete Communications            Deliver on Commitments            Admit Mistakes  Committing Element 4: Performance Feedback Is Appropriate and Timely      Avoid the "But" Sandwich       The Odometer in the Trunk       Leading versus Lagging Indicators  Committing Element 5: Leaders Are Engaged and Act as Mentors       The Role of Mentor  Committing Element 6: Strong Leadership and Appropriate Delegation of Authority       Span of Control            Triggers and Limits of Authority       Factors Affecting Ability and Motivation            The Four Factors Governing Ability            The Four Factors Determining Motivation       The Seeds of Confusion Inherent within Matrixed Organizations       Importance of the Chain of Command            United States Army Organizational Structure       Strengths of an Organizational Chain of Command            Effective Mentor to Mentee Ratio            Effective Cascading Communications            Effective Accountability            "Somebody" Will Do It-A Parable for Our Times       Defining an Effective Chain of Command            Problems Created by Bypassing Up the Chain of Command            Problems Created by Bypassing Down the Chain of Command            Strong Leadership Stemming from a Strong Chain of Command: The Buck Stops Here Committing Element 7: Individuals and Teams Hold Themselves Accountable       Creating an Environment of Logical Consequences       Mediocrity for the Sake of Harmony  Committing Element 8: Individual and Intraorganizational Alignment and Collaboration       Progression toward "Teamness"       Nonteam Players       Free Riders       Courageous Leadership: Intervention       Incenting the Wrong Behaviors  Committing Element 9: The Organization Lives Its Values with Integrity       Motivation Matters, but It Only Goes So Far            The Paper Mill versus the Saw Mill-The Expectation of Pain           Is Often More Tolerable than the Pain of Expectation            Market Norms versus Social Norms       False Engagement through Manipulation  Committing Element 10: Well-Defined Group Identity and Esprit de Corps       The Power of Symbols  Key Takeaways: Committing versus Fragmenting         Stage 4-Sustained Performance: Smooth Sailing  Overview and Assessment: Sustained versus Variable Performance  Analysis: Sustained versus Variable Performance       Sustaining Isn't Leveling  Sustaining Element 1: Ongoing Validation of Customer and Stakeholder Requirements and Satisfaction       Nothing Fails Like Success            Ongoing Determination of Customer/Stakeholder Requirements and Satisfaction  Sustaining Element 2: Ongoing Goal Setting and Revision       Shifting Responsibilities from Team "F" to Team "P"            Shifting Roles by Playing to Peoples' Strengths  Sustaining Element 3: Availability and Use of Documentation for Systems and Procedures       Written Documentation to Augment Training Checklists            Prioritization of Documentation Requirements      Documentation Is Readily Accessible and Regularly Used       Procedures Need to Be Sufficiently Detailed  Sustaining Element 4: Proactive Problem Solving, Decision Making Scope and Impact       The Overconfidence Trap       The Groupthink Trap       The Inflexible View of Reality Trap       Traditional Change Management versus Improvisational Change            Sequences of Improvisational Change  Sustaining Element 5: Ongoing Communications and Reporting       Life in the Clouds-The Executive Fogbank  Sustaining Element 6: Continuous Balanced View of Process Outcomes       Avoiding Organizational Pinball: Reactive Management       Avoiding "The Plan": The Need for Accurate Information       Organizational Dashboards and Balanced Scorecards       Course Corrections while Sailing into the Wind  Sustaining Element 7: Ongoing Control of Vendors and Suppliers  Sustaining Element 8: Utilization of Lean Concepts, 5S, and Visual Management       Overview of Lean Concepts            5S and Visual Management       Value Stream Mapping  Sustaining Element 9: Control of Nonconforming Products and Services       Defined Decision Authority       Documentation of Final Disposition of Nonconforming       Products and Services Sustaining Element 10: Balance of Challenge and Support through Rewards, Opportunities, and Consequences       Equitable Rewards and Opportunities       Drivers of Variable Performance            The Hawthorne Effect            Learned Helplessness: The Organizational Cost of Program of the Month           The Dog in the Box: A Thought Experiment      Logical Consequences: Keeping It between the Ditches           Establishing Logical Consequences through Challenging and Support            Breaking through the Wall of Complacency
 Leading Sheep and Driving Goats  Subtle and Not So Subtle Sabotage Situation Analysis: Understanding When to Lead and When to Drive       Is It a Matter of Will or Skill and Who Is Responsible, the Individual or the Organization?       All Behavior Is Rewarding on Some Level       Behavior and the Law of Demand       Indifference Curves  Performance Contracting: Setting Clear Expectations and Logical Consequences  Avoiding "Democratic Ass Kickings"-Not Firing Blindly into the Flock       Action Planning: Preparing to Confront a Goat  In Defense of Goats-Don't Cull Them All       Benefits of Goats over Sheep: Goats Can Flourish Where Sheep Cannot  Key Takeaways: Sustained versus Variable Performance       Navigating out of Variable Performance         Stage 5: Renewal-Refitting and Redeploying  Overview and Assessment: Renewal versus Leveling  Analysis: Renewal versus Leveling  Renewal Element 1: Celebration and Recognition of Organizational and Individual Success       Cost Does Not Always Equate to Value       Avoiding Mandatory Fun Events       Celebrations Aren't the End-They Are Transitions  Renewal Element 2: Organizational Commitment to Continuous Improvement       Defining How High Is Up: Benchmarking and Theoretical Constraints       Six Sigma: How the Best Get Better            A 60,000-Foot View of Six Sigma       Three Limits of Six Sigma            Six Sigma Is Not a Substitute for Effective Management           Could Be Better Can Be the Enemy of Good Enough            Six Sigma Won't Lead to Revolutionary Discoveries-Only Incremental Improvement       The Big "C" in DMAIC: Control and ROI            Simple ROI            Net Present Value           Economic Value Added            Standardize and Be Consistent with ROI Calculations  Renewal Element 3: Ongoing Audits, Records Review, and Change Notifications       The Temptation of Inconvenient Truths       The Importance of Customer Feedback       Timely Process Change Notifications       Information Not Acted upon Is as Useless as No Information at All  Renewal Element 4: Relevant Not Robotic Meetings with Attendance for Impact and Development       Meetings after the Meetings       Meeting Attendance for Communications, Impact, and Developmental Opportunities  Renewal Element 5: Impactful Performance Review and Reward Systems       Impactful Performance Reviews            Impactful Performance Reviews Are Timely            Impactful Performance Reviews Are Specific       Equitable Performance Reviews            Application of Negative Consequences-Progressive Discipline       Shared Fortunes-A Rising Tide Shouldn't Swamp the Little Boats  Renewal Element 6: Developmental and Promotional Opportunities  Renewal Element 7: Training Remains a Strategic Priority that Builds and Maintains Line of Sight       The Absence of Leaders Undermines the Training  Renewal Element 8: Holistic and Integrated Training Design       TCLs Aren't Just for Nonexempt Positions  Renewal Element 9: Effective Preemployment Screening and Structured New Hire Orientation      The Architects of Your Organization's Future if Left to Chance            Shifting from Box to Box       Architects of Your Organization's Future When Not Left to Chance            Use of the TCL throughout the Employee Lifecycle            Use of the TCL for Hiring-Decision Analysis            The Use of the TCL in Orientation: Satisfying the Individual Needs of Forming            The Use of the TCL in Orientation: Effective Use of the Probationary Period            The Use of the TCL in Competency Development: Satisfying the Individual Needs of Focusing            The Use of the TCL in Promotion to Next Level: Satisfying the Individual Needs of Committing            The Use of the TCL in Annual Performance Reviews: Satisfying the Individual Needs of Sustaining            The Use of the TCL in Management of Change: Satisfying the Individual Needs for Renewal       The TCL Is the Vehicle-Effective Trainers Are the Drivers  Renewal Element 10: Proactive Succession Planning and Mentoring       Growth of Successful Leaders: Know Yourself, Know Your Business, and Know Your People       To Be Successful You Need Four Things            Success Factor 1: Professional Competence            Success Factor 2: Emotional Intelligence            Success Factor 3: Opportunity            Providing Opportunities through Structured Succession Planning            Success Factor 4: A Mentor  Renewal versus Leveling: The Need to Reform  Key Takeaways: Renewal versus Leveling         Putting It All Together       Interpreting the Composite Scoring Matrix  Conclusion: Transformational Leadership Requires Courage       We Need Heroes: Seven Transformational Leadership Virtues       The Investments that Pay Dividends for Generations Today's Opportunity     Index