engage! full desciption of one day workshop

ENGAGE! with David Zinger Today – Email: [email protected]

ENGAGE! Apply 10 key elements to increase employee engagement

Engagement is not a spectator sport where we stand on the sidelines and watch the score -‐ we need to ENGAGE!

Bridge the Employee Engagement Gap and Improve Results, Performance, Relationships, and Wellbeing

Course designed and taught by David Zinger, M.Ed. – Global Engagement Expert Have you resigned yourself to low levels of engagement for your organization, your employees, and perhaps, even yourself? Are you leaving employee engagement in someone else’s hands? Are you and your organization questioning the value of working on engagement? The year 2020 is less than four years away. This is the perfect time to correct our vision of engagement with a daily behavioral approach. Together, let’s transform employee engagement from a passive noun into an active verb and from someone else’s job into everyone’s business. We must transform employee engagement into fully engaged work influenced, encouraged, enlivened and enabled by engaging managers and engaging leaders. Gallup states we have been stuck at about 30% engagement levels since the dawn of engagement twenty-‐six years ago. The dial is not moving and the cost to organizations and individuals of disengagement is staggering, creating and compounding problems with teamwork, profits, performance, progress, productivity, retention, recruitment, health and safety. This dynamic evidence based, one-‐day course provides your organization, your leaders, your managers, and your employees with 10 tools to improve and increase engagement You will exercise your autonomy and choice to refine and construct ten powerful and simple rules to guide and structure the daily practice and actions of engagement.


Stop and imagine 4 leaders struggling with engagement:

Keira, the VP of operations, is struggling with how to improve engagement for her department. She believes disengagement has created numerous inefficiencies and safety concerns. Her department engagement scores ranged from medium to low. Although she received a list of drivers, levers and colorful charts she was befuddled with the actions to take each day to make a difference. She asked, “how do I help all of us to take action each day without getting lost in engagement?” Dan is the head of HR and has management responsibility for 33 staff. At last count his organization was involved in 26 different business imperatives and it was Dan’s job to support them all yet he was struggling to support his own staff. They had completed 3 engagement surveys with a few modest improvements but people around the organization were getting cynical and detached with anything even bearing the scent of engagement. Dan wondered why he should bother with engagement anymore. Rolfe managed the engineering department. His group had some of the lowest engagement scores in the entire organization. The CEO gave Rolfe an ultimatum, either improve engagement scores or find another place to work. Rolfe felt irritated and uncomfortable with soft skills. Out of desperation he was scheming to manipulate his staff to “give him a good number” even if they were not really engaged.

Merve was a project manager for a team of six. She had been given so many instructions about project management and working with the different generations that instead of educated she felt paralyzed. She thought there were too many nuances to project engagement and wondered if anything would engage her team, and even herself.

Let ENGAGE! come to your rescue. We want our managers and leaders to feel excited, energized and enabled to move fully into the workings of engagement. ENGAGE! brings employee engagement down to earth by focusing on actions and behaviors that are achievable and sustainable. ENGAGE! transforms the jargon of employee engagement into everyday language beginning with this simple yet powerful definition of engagement: “good work done well with others every day.” ENGAGE! replaces opinion or attitude adjustment through programs and initiatives into daily practices, conversations, and questions woven into the fabric of work itself. ENGAGE! is customized into individualized action plans and ENGAGE! can be practiced by all employees in the organizations – never forget, we are all responsible for engagement. Leaders and managers can improve their own engagement while learning how to influence and support employees. You don’t have to trust in ENGAGE! as ENGAGE! is designed for experimentation and testing. With a focus on specific results ENGAGE! directs employee engagement to what really matters for an individual, team, group, department, division, or entire organization. If ENGAGE! fails to improve engagement you are entitled to a refund of all fees.


The Agenda During the one-‐day workshop, you will develop engaging perspectives, skills, and abilities to improve engagement for yourself while enhancing engagement for others. You will be a more engaging leader or manager. ENGAGE! will make you stronger at work, equipped to deliver on results, capable of building robust relationships, and able to infuse life into work, work into life, and ultimately have work make you well.

Course Agenda Morning

§ Introductions and connections § Begin with the double endings § Apply the behavioral definition of engagement § Prevent iatrogenic disengagement § Assess engagement with N-‐GAGE § Establish the 6-‐S Criteria for engaging actions § Learn element 1: Achieve results § Learn element 2: Master performance

Break

§ Develop engaging conversations and questions § Learn element 3: Path progress & navigate setbacks § Learn element 4: Build relationships § Learn element 5: Foster recognition

Lunch

§ Design simple rules for engagement § Learn element 6: Maximize moments § Learn element 7: Leverage strengths § Learn element 8: Co-‐create meaning

Break

§ Learn element 9: Enhance wellbeing § Learn element 10: Enliven energy § Design action experiments and sustainable engagement § Access additional engaging resources and connections

Course Conclusion and Summary


FAQ’s for ENGAGE! Who is the course for? The course if for managers and leaders. We want to improve their engagement and in turn equip them with actions and skills to improve the engagement of everyone they work with. Too many managers and leaders are unsure how to improve engagement or have become defeated by disengagement. We encourage participants from HR and Internal Communications departments to attend as they often have formal responsibility for engagement in their organization. By attending the workshop, they can determine if this dynamic approach to work would be helpful to install across their organization.

Why should I take this course? You should take this course because you want to improve results, relationships, and wellbeing at work. When you engage you make a difference at work. By making a one-‐day investment you will be equipped to make a significant economic and wellbeing return for both you and your organization. You will improve performance and productivity while at the same time you will discover wellbeing inside your work. Engagement is not a spectator sport where we stand on the sidelines and watch the score, we need to ENGAGE!

What are the course goals?

The goals of the course are straight forward:

§ You will improve work, results, relationships, management, and leadership by improving how you engage both yourself and others.

§ You will attach engagement to specific results, goals, and organizational strategy. § You will no longer see engagement as something extra at work, as you integrate

engagement into everyday efforts and how your work. § You will be adept at working with questions, invitation, conversation, and

collaboration. § As you sharpen a focus on results you will simultaneously build relationships. § Your performance management will become more engaging § You will navigate through work by avoiding setbacks and accelerating progress. § Your staff will be recognized and encouraged. § You will leverage your strengths in the service of others. § You will capitalize on the powerful engaging moments of work. § You will enliven both the meaning and energy of work. § Your work will make you well.


How can I determine if the course will be beneficial? Complete this 34-‐item audit checklist to determine if you would benefit from ENGAGE! Check all boxes that apply to where you work. The more boxes that you check, the more potential benefits you can derive from enrolling in the course.

� There is a lack of personal responsibility by each person for their own engagement � It seems we focus on either results or relationship but not both at the same time � Our employees tend to view employee engagement as jargon and management speak � Programs and initiatives are often launched before pilot testing and feedback � Programs or initiatives seem more important than visible daily actions to increase engagement � Engagement is undertaken as an extra rather than as the core of work, management, and leadership � Leaders and managers fail to see themselves as employees � Some of what we do in the name of engagement disengages employees � There is confusion about results or even a failure to attach engagement to specific results � Too many results are attempted without enough capacity � Results lack meaning or significance for employees � Performance is reduced to a management system rather than the daily lifeblood of work � We fail to hold engaging conversations about performance gaps and setbacks � Performance management is something to avoid rather than to embrace with engagement � There are too many barriers to experiencing ongoing progress at work � Managers fail to maximize progress to fully engage knowledge workers � Daily setbacks are often greater than daily progress � Collaboration tends to result in setbacks and disengaging interactions � We fail to involve employees themselves early and often in engagement plans and work � Relationships are seen as secondary to results � Relationships are viewed as mushy stuff or depersonalized as human assets or capital � Social media involvement by employees tends to indicate disengagement not engagement � There is a lack of daily recognition that is genuine, real and robust � We fail to act on the vital moments of engagement � We don’t capture and leverage the ongoing fluctuations in people’s engagement levels � A sense of flow at work is diminished by fear, boredom, or being constantly overwhelmed � Our natural tendency is to focus on weakness, problems, gaps, failures, and inadequacies � Employees either don’t know their strengths or they fail to apply their strengths every day at work � Strengths are reduced to a short assessment tool giving employees a list of their five top strengths � Work often lacks meaning or purpose as there seems to be no compelling why to work � The personal return to individuals for their work contribution is reduced to wages or salary � Employees are challenged to create and find personal health and wellbeing within their work � Mental, emotional and physical energy is depleted and work is an energy drain, not an energy gain. � The raw material for work of engaged people energy is under utilized


What is the rationale for this course? For 25 years we have not been very successful at increasing and enhancing employee engagement yet there are so many benefits that accrue to both organizations and individuals when you have a highly engaged workplace. We should neither ignore the engagement challenges nor abandon work on engagement. Many consultancies are moving on from engagement or moving beyond engagement. I think that is wrong. The problem is not that we have done all we can with engagement and we need a shiny new management fad. The problem is we have not moved fully into engagement and transformed it into how we work, manage and lead. This is not a theoretical course because abstractions, generalization and vague ideas obscure actions and kill results. ENGAGE! removes employee engagement from being an add on or extra into the daily practice of all employees, leaders, and managers. One of the problems we created with engagement was word choice. Engagement is a passive noun and I think we are better served by the active verb, engage. Engagement is not a passive score on a survey it is the daily connections and interaction in our workplace and how fully we make work and results come alive.

What are the course objectives?

Here are your 10 objectives for the course:

1. Identify and eliminate the roadblocks to better employee engagement 2. Enact a simple 8-‐word definition of engagement. 3. Assess your current engagement work with N-‐GAGE, a behavioral based assessment

tool 4. Determine the double endings of successful engagement 5. Structure the 10 elements into a periodic pyramidal table of engagement 6. Apply the 6-‐S criteria for developing engaging actions, questions, and conversations 7. Build a toolkit of the 10 elements of engagement: results, performance, progress,

relationships, recognition, moments, strengths, meaning, wellbeing, and energy 8. Distill the 10 elements into 3 to 5 customized simple rules of engagement to govern

daily practices 9. Draft testable methods of experimental engagement 10. Develop an action plan to take the practices back to your own work and workplace


What are there 6 Criteria for Engaging Actions? The 6 criteria for engagement offer structure and guidance in constructing and installing engaging actions and simple rules. Using the 6 S’s we can identify and act on behaviors, questions, and conversations that are:

1. Small 2. Simple 3. Specific 4. Strategic 5. Structural 6. Sustainable

What are simple rules of engagement? Simple rules are short cut strategies and tactics that save time and effort by focusing our attention and simplifying how we think and act. They are often few in number, perhaps 3 to 5. Simple rules are sensitive to context, role, and situation. Simple rules are not platitudes; they relate to a defined activity. They are especially valuable when we are busy, tired and stressed at work as they give us a framework to move ahead with engaging actions. In the course you will learn how to construct 3 to 5 simple rules to guide and structure engagement.

What is iatrogenic disengagement? The term iatrogenic is from medicine and refers to “illness caused by medical examination or treatment.” Some estimates suggest that 30% of illnesses are caused by the examination or treatment. In engagement, iatrogenic disengagement refers to how out approaches, methods, and attempts at engagement may inadvertently create disengagement. We must ensure that what we do in the name of engagement is not causing the opposite effect. In the course you will learn more about the sources of iatrogenic disengagement and how to prevent them.

How is N-‐GAGE different than other engagement assessments? ENGAGE! assesses engagement in an innovative and practical way. We abandon surveys based on attitudes, opinions, and emotions in favor of cogent assessments of the frequency of engaging behaviors for employees, managers, and leaders.


We use 3 instruments: N-‐GAGE1 N-‐GAGE2 N-‐GAGE360

§ N-‐GAGE1 helps participants assess the frequency of their actions to enhance and increase their own engagement.

§ N-‐GAGE2 helps leaders and managers assess the frequency of actions to foster

engagement in others.

§ N-‐GAGE360 gives employees an opportunity to gage the frequency of their managers’ behaviors to improve engagement.

How was this curriculum developed and designed? David Zinger has devoted over 17,000 hours to employee engagement and this course is the culmination of his research, writing, speaking, coaching, and consulting on the topic. He has refined engagement to the most engaging behaviors, actions, questions, conversations, assessments, and simple rules you can learn in just one day. Mr. Zinger has presented on this approach to engagement in Warsaw and Winnipeg, in Turkey and Toronto, in South Africa and Singapore, in Barcelona and Berlin, in Delhi, Dubai and Doha, and in many other places around the world such as New York and London. This course is based on eclectic and evidence based research on employee engagement over the past 26 years. To name just six of the many researchers, writers, and practitioners who have influenced or shaped the curriculum:

§ Henry Mintzberg from McGill University on the fusion of management and leadership § Teresa Amabile of Harvard University on the key role progress and setback, § Jane Dutton from Ross School of Business on energy and job crafting § Donald Sull from MIT and Kathleen Eisenhardt from Stanford on simple rules § Martin Seligman from the University of Pennsylvania on flourishing and wellbeing

How would the 4 leaders mentioned earlier apply the course?

Keira stopped focusing on drivers and levers and huddled with her group. She wanted their input and involvement to determine what they could do differently each day collectively and individually to make a difference. They decided to focus their engagement practices on improving safety while also building a stronger, more caring department. They create 3 simple rules around performance, meaning, and progress. Dan and his staff first determined what they could end doing before determining the final or end result of their engagement work. They worked at eliminating the various


sources of iatrogenic disengagement. They decided to focus on building strengths and making their everyday experience of work a pathway to wellbeing. To make sure engagement energized they identified how they could integrate or infuse their engagement practices into already existing daily behaviors. Rolfe participated in the course, completed the assessment and felt more engaged for engineering work but not for the managerial work that was required to engage others. He requested and was given a non management professional position. He was not ready or able to fully engage other staff as a manager. He decided to study a few books and take some leadership courses and determine if he was lacking the ability to lead or whether he just was not cut out for leadership work. As he did this, his own engagement scores rose quite significantly over the next six months. Merve set up a 6-‐week experiment. She gave all her staff the N-‐GAGE assessment but maintained business as usual for the next 3 weeks. She then had the staff complete the assessment again but for the next 3 weeks, she taught her staff about the 10 elements and each member chose 2 or 3 elements to focus on for the following 3 weeks. Merve held a daily discussion about the results they were trying to achieve, why it was meaningful to each team member and then met each day with her team to acknowledge and celebrate their progress and eliminating or learning from setbacks. She and her team completed the N-‐GAGE assessment at the end of the experiment to see how engagement had improved.

How are the 10 elements structured? The 10 elements of engagement were derived from in-‐depth research on engagement. They are referred to elements because of how core they are to work and how, like chemical elements, they can interact and influence other elements. Each element is also represented by a symbol for ease of understanding and structuring action. In addition, the elements are organized into a 10 block pyramidal table of the elements of engagement.

The Pyramidal Periodic Table of Employee Engagement


The elements from top to bottom and left to right are; results, performance, progress, relationships, recognition, moments, strengths, meaning, wellbeing, and energy. Before the end of the course, participants will create a customized 3 block mini pyramid of simple rules for engagement to guide and structure their transfer of learning from the course.

What is the fee for this course? The recommended price for an open workshop with a maximum of 24 people or less is $999 per participant. If 3 or more people attend from the same workplace or organization, the fee is reduced by 30% or $300 to $699. If everyone is from the same workplace the daily fee is reduced by 50% or $12,000 to just $11,999.

Is there a guarantee? If the recommendations from the course are practiced and the results are not satisfactory you are welcome to a refund of your fees. We believe this course works if you work at the course.

Are there any other ways to learn this material? A dynamic introduction to ENGAGE! can be delivered as a keynote or a half day session. If an organization wants to install this in their company, we can discuss building a train-‐the-‐trainer model so that it can be taught internally by people internal to the organization.

Is this course available online? We are working at creating ENGAGE! as a 26 module online course. The course will be released late in 2016 or early in 2017. This will be a unique engagement course applicable and relevant to all employees. There will be 13 modules built for all employees, regardless of role or title, to take personal responsibility to make a difference in their work, wellbeing, and engagement. There will be an additional 13 modules to help managers and leaders influence, foster and enhance the elements of engagement for all employees.


Who is David Zinger?

David Zinger engages. He is a global employee engagement educator, speaker, consultant, and expert. He is the founder and host of the 6900-‐member global Employee Engagement Network which has been in operation for eight years. David wrote four books on work, over 2500 blog posts on engagement, and edited or wrote over a dozen e-‐books on engagement. David knows work from the inside out. He taught educational and counselling psychology at University of Manitoba for 25 years while also being the employee assistance counsellor for Seagram/Diageo for 15 years. David has taught the pyramid of employee engagement in Dubai, Singapore, Doha, Delhi, New York, London, Barcelona, Istanbul, Berlin, Vancouver, Toronto, and Montreal. To learn more about Mr. Zinger visit: www.davidzinger.com.

Contact David Zinger today to ENGAGE! David Zinger, M.Ed.

David Zinger & Associates 78 Harry Wyatt Place Winnipeg, MB, Canada R2M 5M7 Phone 204 254 2130 Email: [email protected]

§ Website and blog: www.davidzinger.com § Employee Engagement Network: http://employeeengagement.ning.com/ § LinkedIn: https://ca.linkedin.com/in/davidzinger § Twitter: https://twitter.com/davidzinger § Facebook: https://www.facebook.com/employeeengagementnetwork/ § Google Plus: https://plus.google.com/u/0/+DavidZinger


What is the media saying about this model?

Here is a 2012 article on the elements of engagement from The Globe and Mail, Canada’s leading national newspaper:


What are other people saying about David Zinger?

David has been wonderful to get to know as he is always quick to connect with people because of his welcoming and engaging attitude of meaningful close interaction. He has impressed me with his ability to assess and provoke an individual to draw on their personal talents to be their best. David has done this with me personally and through his work and writing with his blog and the employee engagement network.

Mike King -‐ Director of Operations at Prolucid Technologies

I have a great deal of respect and admiration for David as a true thought leader within the strengths movement, and he has emerged as a leader with employee engagement, something I believe to be of critical importance in the success of every business enterprise regardless of industry or discipline. David's is the voice of positive possibility, and he has an instinctive, innate talent for community building, with the very unique tolerance required in working with multiple ego-‐centric professionals, bringing out the very best of them. David leads our efforts with employee engagement by magnificent example, and I feel blessed that have learned so much from him.

Rosa Say -‐ Founder of Say Leadership Coaching

David is quite an authority on employee engagement. Not only does he write brilliant content at his own website, in 2008 he single-‐handedly created the Employee Engagement Network which has grown into THE spot to learn, converse, network, connect and "engage" with people at all levels and backgrounds on all things employee engagement related. I have learned so much from David these past few years, have met many wonderful folks and found countless resources through him -‐ I consider David to be an Employee Engagement Guru!

Raven Young -‐ New Media Council Member,Project Management Institute

When I think of employee engagement, I think of David Zinger. David is an innovator thinker and writer. His unique look at management, leadership and employee engagement complimented my in the trenches look at management very well. The 18 months I worked with David at b5 media were outstanding! His insights engaged our readers and continued the conversation. I look forward to the next opportunity I have to work with David, and highly recommend anyone looking to increase employee engagement work with him.

Phil Gerbyshak -‐ Actiance, Inc.


I have worked with David for over 2 years. David is a stellar facilitator that is able to bring content to life through his dynamic style and engaging stories. His passion for the topic of employee engagement shows through in his actions and his focus on client-‐centered facilitation.

Jean-‐Francois Hivon -‐ Employee Engagement | Juice Inc.

David is an insightful and knowledgeable speaker on the topic of employee engagement. His expertise, along with creating network of authorities on employee engagement, has made him an expert in the field. I highly recommend David.

Scott H Young -‐ Writer & Online Educator

David brings two important qualities to clients: 1. A deep understanding of what makes engagement tick. 2. A practical understanding of the pros and cons of implementation. His ability to speak and bring about change at all levels brings genuine added value to client groups in any organizational setting.

Steve Roesler -‐ President, Roesler Consulting Group

David worked with me in Washington D.C. as a guest speaker during a two-‐day conference on the topic of how to develop great managers. David was well prepared and the group found him to be interesting, engaging, and helpful. When is comes to employee engagement, he really knows his stuff. I would not hesitate to ask David to work with me again on future events.

Lisa Haneberg -‐ Director of HR/OD at Memorial Hermann Health System

I've gotten the opportunity to see David's work on Employee Engagement as a member of his Employee Engagement Network. His insights and his passion for the topic have impressed me and given me much to think about when I deal with the topic. In fact, when my group was planning a conference on the topic, I went to David in order to get his perspective on what issues we should be addressing. He is a trusted source and one I can wholeheartedly recommend.

Rick Sauter -‐ Communications Executive & Marketing Consultant

engage! full desciption of one day workshop

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