The Outstanding Organization:The Power of Engagement
Presenter: Karen Martin
WebinarMay 17, 2012
Founder, Karen Martin & Associates, LLC (1993)
Lead Lean transformations in the service sector and office areas within manufacturing
Teaches at University of California, San Diego’s Lean Enterprise program
Email: [email protected]
Twitter: @karenmartinopex
Facebook: www.facebook.com/karenmartinassoc
Karen Martin, Principal
July 2012
2012 WebinarsDate Topic
March 22 The Outstanding Organization: The Power of ClarityApril 5 The Outstanding Organization: The Power of FocusMay 3 The Outstanding Organization: The Power of DisciplineMay 17 The Outstanding Organization: The Power of Engagement
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Release Date: July 6, 2012 (McGraw-Hill)
Available for Preorder: www.bit.ly/km-too
All recorded webinars are available at www.vimeo.com/karenmartinassoc and all materials are available at www.slideshare.net/karenmartin2.
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We need to improve
how we improve.
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Mindsets & Behaviors
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Lack of ClarityLack of Focus
Lack of DisciplineLack of Engagement
The Outstanding Organization
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Business Results
CHOS
Prob
lem Solving
Continuo
us
Improvem
ent
Resilience
Core Capabilities
Employee Engagement & Operational Excellence:
Two Sides of the Same Coin
• World-class organizations - ratio of engaged to actively disengaged employees is 9.57:1.
• Average organizations, ratio of engaged to actively disengaged employees is 1.83:1.
― Gallup
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We Know It’s Important...
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Energy Crisis: Widespread Disengagement
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The corporate world is appalling bad at capitalizing on the strengths of its people.
— Marcus Buckingham
What is
Engagement?
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“To be fully engaged, we must be
physically energized, emotionally
connected, mentally focused and
spiritually aligned with a purposebeyond our self-interest.”
— Jim Loehr & Tony Schwartz, The Power of Full Engagement
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“… focused energy, evident to others in the display of…
persistence directed toward organizational goals.”
—William Macey, Benjamin Schneider, et. al, Employee Engagement
How do we “get”our employees to
engage?16
Enabling Engagement
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Connection
ControlCreativity
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“I’ve become a better person, a better husband,
a better friend, from working at Gore.”
— Terry, a W.L. Gore Associate
Under-Developed Areas
• Onboarding• Problem-Solving & Continuous
Improvement
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You had them at“You’re hired.”
To what degree do new hires receive all of the tools and information they need to function
effectively on day one?
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
Always, Sometimes Rarely, Never
Before initial roundof improvementAfter initial round ofimprovement
14%
44%
63%
23%
Onboarding – Missing Pieces• Tools
– Physical (e.g. desk, etc.)– Technology (e.g. phones, computers, physical access,
access to applications needed, logins, etc.)– Identifiers (e.g. signage, business cards, etc.)
• General information– Company (e.g., customers, values, business goals, etc.)– Org charts– Phone directories
• Job-specific orientation– Documented procedures (standard work)– Apprenticeship approach: Observe, do with supervision, do– Clear understanding about what constitutes “success.” 22
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Under-Developed Areas
• Onboarding• Problem-Solving & Continuous
Improvement
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Develophypothesis
Conduct experiment
Measure results
RefineStandardize Stabilize
Enabling Engagement: A3 Management
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A3 Report
The vital role of the coach/mentor
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Kaizen Event – Definition
A two- to five-day focused improvement activity during which a sequestered, cross-functional team designs and
implements improvements to a defined process or work area, generating rapid
results and learned behavior.
Karen Martin & Mike OsterlingThe Kaizen Event Planner
Kaizen Events Offer Myriad Benefits
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“I went home yesterday and told my
family that it was one of the best working days I’ve ever had.
I was able to fully use my
capabilities for three days.”— Fred Valenzano, Professional Engineer
Engagement via Daily Improvement
Improvement Kata
+Coaching Kata
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Problem solving is a high.
Progressive Learning
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The Next Frontier…
33The Middle Manager
Where to Start?• Improve your onboarding process.• Train a core group of middle managers
and/or above in problem solving and improvement coaching.
• Transition your dedicated improvement professionals from “do-ers” to “teachers.”
• Hold a few kaizen events each year to build new behaviors.
• Never, ever make process improvement without deep involvement of the people who actually do the work.
• Advocate the truth that people aren’t the problem – systems are.
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July 6, 2012
Available for Preorder:
www.bit.ly/km‐too
Additional Resources
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Karen Martin, Principal7770 Regents Road #635
San Diego, CA 92122858.677.6799
[email protected]: @karenmartinopex
For Further Questions
Monthly newsletter: www.ksmartin.com/subscribe
