engagement to results: conquering the feedback challenge

David  Priemer  Enterprise  Engagement  &  Customer  Success  

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Key  take-­‐aways:  

1.  Employee  engagement  is  cri4cal  

2.  Performance  reviews  suck  

3.  A  social  approach  to  feedback  is  key  

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1.    It’s  not  about  you,  it’s  about  your  team  

2.   Only  your  mother  cares  about  how  smart  you  are  *  

Top  2  management  lessons  learned  

*  2b.  Everyone  else  cares  about  results          .          

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but  results  begin  with…  

Engagement    

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“Engagement  is  about  aligning  individuals  with  the  mission  and  priori3es  of  the  organiza4on.”  

What  is  engagement?  

Aberdeen  Group  study,  July  2009  Beyond  Sa4sfac4on:  engaging  employees  and  retaining  customers.  

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Only  21%  of  employees  are  truly  engaged  in  their  work  

Engagement  reality  

Towers  Perrin,  Global  Workforce  Study  of  90,000  workers  in  18  countries  (2008)  

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Engagement  is  really  about  

“Discretionary  effort”  

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Engagement  =  results  

Aberdeen  Group  study,  July  2009  

Quality  customer  experience  

Loyalty   Increased  revenue  

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“How  do  we  drive  engagement?”  

Question  

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You  don’t!  

Answer  

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“How  do  we  drive  engagement?”  

Question  

promote

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Promoting  engagement  

“success  depends  on  a  company’s  ability  to  unleash  the  ini3a3ve,  imagina3on  and  

passion  of  its  employees”  

-­‐ Gary  Hamel  WSJ,  Dec  2009  

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…create  an  environment  of  con4nuous    feedback  and  learning  

How  to  get  there  

Listen…  

be  open…  

coach…  

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Traditional  approach  

Once  or  twice  a  year,    companies  stop…and  have  a  

     “focal  period”  

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Fill  out  lots  of  complex  forms…  

…evaluate  people  on  abstract  skills  &  competencies…  

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*  “By  the  way,  here’s  your  raise/bonus…”  

         “Here’s  all  the  feedback.  Now  use  it!”  *  …&  give  lots  of  feedback  all  at  once.    

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Performance  reviews  suck  

“Get  Rid  of  the  Performance  Review!  It  destroys  morale,  kills  teamwork  and  hurts  the  boFom  line.”    

 “Now  is  as  good  a  Kme  as  any  to  think  about  giving  up  this  bankrupt  process.”  

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Not  surprising  

1.  Easy  to  complete?  

2.  Are  they  consistently  helpful?  

3.  Is  the  experience  produc4ve?  

4.  Are  insights  easily  assimilated?  

☐  ☐  ☐  ☐  

Y        N  

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Why  do  we  do  it?  

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but…  

…the  game  has  changed  

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Game  changers  

1. Workforce  composi4on  

2. What  mo4vates  us  

3. Tools  we  use  

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Gen  Y  is  taking  over  

“In  four  years,  Millennials  will  account  for  nearly  half  the  employees  in  the  world.”  

Mentoring  Millennials  

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New  definition  of  feedback  

“When  a  ‘Y’  says  ‘I'd  like  more  feedback,’  they  are  expressing  a  desire  to  learn  more.”  

The  Double  Meaning  of  Feedback  

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Money  doesn’t  motivate  

“Meaning  is  the  new  money”  

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We  use  personal  tools  at  work  

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Desired  future  state  

1.  Con4nuous  feedback/coaching  

2.  Drive  business  results  not  just  ar4facts  

3.  Clear  benefit  to  the  employee  

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Promote  the  social  behaviors  that  drive  performance  and  results  

Solution  for  today’s  workforce  

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Behavior  #1:  give  recogni3on  

“The  number  one  mo5vator  of  people  is  feedback  on  results.”    Ken  Blanchard:  Author,  The  One  Minute  Manager  

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Behavior  #2:  have  frequent  1:1’s  

“Encourage  managers  to  have  frequent,  ongoing  conversa5ons  with  their  staff.”  

Jeffrey  Pfeffer:    Professor  of  Organiza4onal  Behavior,  Stanford    

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Behavior  #3:  get  ongoing  feedback  

“Reach  out  to  co-­‐workers,  listen  and  learn,  and  to  focus  on  con5nuous  development.”  

Marshall  Goldsmith:  CEO  coach  &  best  selling  author  

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The  problem  

Exis4ng  tools  don’t  make  this  

easy…  

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Why  don’t  these  tools  work?  

•   email  •   conversa4ons  •   documents  •   annual  reviews  •   surveys  

•   unstructured  •   difficult  to  organize  •   too  infrequent  •   hard  to  document  •   watered-­‐down  

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A  better  apporach  

Leadership  Development  

Social  Media  

Behavioral    Science  

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Simple,  fun,  public  recognition  

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Core  Values    Badges  

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Effective  1:1’s  

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Bionic  Memory  

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Confidential  personal  feedback  

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Do  everything  from  email  

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The  result  

1. Promote  con4nuous  feedback  

2. An  experience  that  delivers  results  

3.  Integrated  into  everyday  life  

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Haven’t  listened  till  now?  

1.  Employee  engagement  is  cri4cal  

2.  Performance  reviews  suck  

3.  A  social  approach  to  feedback  is  key  

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Questions?  

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Email:  dpriemer@rypple.com  

TwiMer:  @dpriemer  

Phone:  416-­‐480-­‐6498  

Ping  me  anytime!