Employee Engagement | Full Sail Leadership Academy

To Steward is to Care, To Lead is to Steward

4 min read

I tell people that I firmly believe that organizations need to approach the human resource function through the philosophy of co-stewardship.

When I discuss this, I get a sense of puzzled agreement. The concept seems to make sense to people, but when you press them on what they think the concept means, often they admit that they are not quite sure.

Sometimes the listener conjures up the idea of a church concept of giving money when they think of stewardship. When they do that, they falsely think that employees should be more sacrificial. This type of definition is only one-sided and fails to take in the management component of stewardship. It also completely misses the identity of the steward.

In understanding the identity of the stewarding company, owners and company team members can thrive together. This can lead to greater profits and productivity for the organization through improved employee engagement.

Blessed to be a Blessing

Life is fragile and temporary. Look down the road when a hearse goes by. There is never a U-Haul trailer following it because the person is taking their possessions with them. In the end, we don’t really own a thing. That’s especially true when it comes to the people that are in our lives. It is even more true if we are team leaders or company presidents. The people that work on our teams are entrusted to us by their family members.

As Bob Chapman of Barry-Wehmiller so accurately states it in Everybody Matters, “I realized (watching a wedding) that the people in our company are someone else’s mother or father, son or daughter”. He went on to say that how he treats the people that work in the company impacts how they treat their family members. This new way of thinking for Chapman led him to form the theory of Truly human leadership.

Bob’s new idea of human leadership took off and has become a hallmark of the Barry-Wehmiller culture for the past few decades. The organization is considered a top place to work not because of the perks that it provides employees but because of the caring and supportive environment.

“When we started caring about each team member, they started caring about each other,” Bob says. Chapman continues by saying, “We genuinely care about the people, and we show it through our actions.” I realized that every single one of Barry-Wehmiller’s team members is like that young lady in the wedding. Every single one of them is someone’s precious child, with hopes and dreams for a future through which they can realize their full potential. The power in that revelation was the realization that the people within our span of care are not objects. Some leaders view their people merely as the function they serve—she’s an engineer, he’s a mail clerk, he’s a machinist—and not as the precious human beings they are. When we realize that people are not objects, they are not tools for our success, we have begun to take our leadership to an entirely new level of understanding.” Spot on advice from America’s Number 1 Steward Leader.

Keeping up with the Gallups

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When a storm comes up on the open water, or in our organizations, there are two directions our human nature can take us:

fear and helplessness
or resilience and engagement.

If leaders have communicated vision, and lead with confidence, human beings are amazingly resilient. There is a documented “rally effect.” I have been in many foul weather races where the winds and waves were storming against the boat. It was the grit, confidence, and vision of the skipper that held the team together to safely and successfully complete the race.

Gallup recently published an article that described the four universal needs that followers have of leaders in times of crisis. These needs include:

Trust
Compassion
Stability
Hope

The storm of the coronavirus outbreak has blown uncertainty into our lives. Millions of people are required to work from home and millions of kids are learning their curriculums from home. The blending of work and home-life is even more complicated. All this has created unprecedented stress on employees’ wellbeing.

A key predictor of employees’ well-being is whether each employee believes that the organization is looking out for their best interest.

Gallup research shows that employees ask themselves on a regular basis:

Does my leadership have a clear plan of action?
Do I feel well-prepared to do my job?
Does my supervisor keep me informed about what is going on?
Does my organization care about my wellbeing?

These questions can be boiled down into questions of co-stewardship. The employees ask themselves questions about how they are being stewarded (cared for), and they ask themselves if they are prepared for the job and will they do a good job for the company.

I believe that if leaders adopt Chapman’s wisdom, they will find that their team members begin to adopt an attitude that they are stewards of the company’s resources. Team members will become more engaged, waste less time, and accomplish the mission of the business.

Combining this with an understanding of Gallup’s research will lead us to unstoppable, winning organizations. It’s like the crew on a race boat. The skipper doesn’t own the crew, but he is a caretaker of the crew. The team doesn’t own the boat. They are a caretaker of the boat. Together they win!

April 15, 2020/0 Comments/by Tim Dittloff

Building Up Through Connection or Burning Out Through Incivility

Employee Engagement

4 min read

There is a dramatic increase in incivility in the workplace. This incivility leads to burnout and lowers employee engagement. Conversely, building up and connecting with team members improves employee engagement and profitability. This article gives examples from corporate America and the world of sailing to help you build connections.

It Starts with Stewardship

As a steward of the people that work on your team, you make the decision every day to either build people up or burn them out. This decision determines whether or not you build healthy connections. If you build up and connect with your team members, they are more likely to be fulfilled at work and in many cases, in their homes. Your decision can improve what was once considered the “backbone of society.” That may seem like a heavy burden to place upon leaders, but it exists whether or not leaders acknowledge it.

Building up and connecting has a dramatic impact on your bottom line

As connections grow, employee engagement rises. An increase in employee engagement results in an increase in profitability and productivity; this improves the bottom line. Taking action to build up your team members can be painless and free of financial costs.

Here are some examples from the business world and the world of sailing regattas.

What Corporate Research Says

Cisco Systems featured a recent article on the importance of something as basic as saying hello to co-workers and subordinates at work. The article talks about how the act of a simple hello led to greater inclusion in other meetings and events within the company. In another body of work, Georgetown professor and author Christine Porath’s research shows that workplace incivility has risen dramatically since 1998.

Porath’s work reports the following information:

As incivility rises in the workplace, 47% of those who were treated poorly decreased their time at work. 38% of those individuals said they intentionally decreased the quality of their work.
78% of those individuals reported feeling disrespected. The commitment to their organization dramatically declined.
Customer service decreases when employees are burnt out through incivility. In her research, Porath found that 25% of those who felt a lack of appreciation and disrespect took their out frustration on the customer.
Collaboration plummets when team members are treated rudely or maligned for sharing ideas. When this occurs, Porath found that workers are “three times less likely to help others and their willingness to share drops by more than half.”

I have seen companies where new top leaders issued edicts and orders before getting to know their people or the culture of the company. Workers that were facing crises and change in their families due to death or illness now had to deal with a crisis of change in long-standing work culture. The story did not end well for the leaders and many employees who provided valuable service left the companies. The wake of their leaving left a void in customer service in their markets. Each week, I hear reports from workers across a multitude of industries. The top leadership walks through the office or factory without the basics of saying hello. There is no use of words like please and thank you, or asking how someone’s day is going.

Lessons from Under Sail

Treating people with civility on the open water pays big dividends on racing teams, or when it comes to teaching people the basics of sailing.

I have been a crew member on boats that were designed purely for speed, yet these boats lost races to boats that were designed more as pleasure boats. The sleek design, the carbon-fiber mast, the state-of-the-art electronics failed to make a difference on the scoring sheet because the crew on board were mistreated, and the skippers failed to connect with his crew.

On the well-designed boats, crew members were threatened “not to screw up (by making a mistake).” There was little forgiveness, no encouragement to learn and grow, and no concern for the personal lives of the crew.

The older pleasure boats were a contrast in attitudes, and the attitudes made the difference.

The skippers on these boats truly care about the growth of their crews. When mistakes are made, there is forgiveness and a learning and growth opportunity. On top of this caring attitude, the skippers care about the personal lives of their crew. Turnover on the boats where the crew was not treated with civility was rampant, while turnover on the older pleasure boats was non-existent.

Sailing instructors that treat their students with respect graduate many more students than instructors that have higher degrees of incivility.

Building up employees impacts your bottom line

The bottom line is employee engagement. Employee engagement rises when the team has a greater connection to the vision of the organization, the values of the organization, and when they feel they have a voice in the organization. A sense of having a voice and being psychologically safe to voice opinions in the organization has a dramatically positive impact on the level of engagement. When we build up our team members, we increase transparency and build trust. These two factors also increase engagement.

The facts from Gallup show the bottom-line impact. What would you do with 21% more profitability and 59% less turnover?

Let’s have a conversation about how you can increase employee engagement in your organization. Contact me for a consultation.

January 21, 2020/0 Comments/by Tim Dittloff

Psychological Safety At Work and At Sea

Employee Engagement

3 min read

There has been a great amount of research on the benefits of a psychologically safe workforce and how it improves employee engagement.

When engagement improves, productivity and profitability improve, and lost-time incidents drop dramatically.

The process of teaching about psychologically safe workplaces is very similar to teaching safety on sailboats. The skipper’s number one job is to ensure the safety of his or her crew. This article will explore the similarities and discuss how you can apply principles from the world of racing on the high seas to work in your organization.

When team members are afraid to voice their opinion or ask a question, they view their workplace as an unsafe and dangerous place. The moment this happens, employees disengage from the dialog and the vision of the organization. These employees are like the sailing crew member who does not alert the skipper to danger because of fear of how the skipper will react. They put the vessel, and everyone on it, in peril.

Employees that disengage because they view the workplace as psychologically unsafe, can put their organization in jeopardy of losing business. As a result of a disengaged team member, key employees can vanish like valuable crew members to the sea of competitors.

Education and Experiential Learning is the Key

New workers learn their role in an organization best when they feel it is safe to admit they do not understand something completely. They ask questions to clarify their ambiguity. These same workers learn from mistakes when they are coached with care and concern versus condemnation and coercion.

I have been a crew member on racing boats where the skipper and first mate belittled new crew members for mistakes and questions. When the new crew members held their questions or acted timidly due to fear of failing, accidents and dangerous situations usually followed close behind. Their fear and timidity put the other crew member’s lives at risk.

The investigation into the crash of Asiana Flight 214 in July 2013 concluded: “Among the other issues raised by the investigation are some that long have concerned aviation officials, including hesitancy by some pilots to abort a landing when things go awry or to challenge a captain’s actions.”

Three people died in this crash and 200 people were seriously injured.

In 2010, the BP Deepwater Horizon Oil Spill occurred due to “a failure to share critical information from their onshore staff, as well as reports from their drilling partner” according to US Coast Guard reports. Sadly, eleven men lost their lives due to this communication failure and almost five million barrels of oil were discharged in the Gulf of Mexico.

Several years ago, I worked for a former three-star Army general. We were having a discussion of a potential move that would take me from managing a territory to working on the corporate staff marketing team. I was asked to name who would be key players on my potential staff and who may need to move on.

Knowing the General had his own opinion, I asked: “Sir, how candid can I be?”.

I will never forget his response when he said “In the military, we have a motto that says ‘lack of candor can kill'” I was then told that total candor is what he expected. This experience would turn out to be one of my best experiences in learning. Second only to the lessons learned while sailing.

The Teams on Course Model Prevails

In December of 2014, the $6 million dollar racing yacht “Vestas Wind” crashed onto a shoal in the Indian Ocean while traveling at a speed of 22 knots (25mph). The crew failed to check “old fashioned” paper charts and simply relied on what they saw on their chart plotter. Most importantly the navigator failed to communicate his lack of checking all the details until after the accident. They knew the mission but failed to share information.

Often sharing information falls apart when there is a lack of trust and respect.

The Full Sail Model

The Full Sail model teaches that shared language flows first from understanding and believing in the vision and mission.

Furthermore, it teaches that shared language must be rehearsed and continually practiced to build trust and respect. Once learners absorb these concepts in the classroom, they have the opportunity to anchor the learning by putting the concepts into practice while sailing.

Let’s start a dialog about the communication issues that may be holding you back from creating a psychologically safe workplace. Improving how your team views their ability to share ideas, opinions, or questions can have an impact on profitability and productivity. Contact me today!

December 4, 2019/1 Comment/by Tim Dittloff

What would you do with 21% more profit?

Employee Engagement, Team Building

3 min read

According to the Gallup organization, companies with greater employee engagement are 21% more profitable that those with lower employee engagement. Unfortunately, across the nation, 70-75% of all workers are disengaged from their work. Today, only 15% of all workers when surveyed score as completely engaged in their work. This article will address the costs of disengagement and will offer solutions to improve engagement.

Growing profits begins with identifying the costs

We can all wring our hands and complain about disengaged employees. We may even have a sense that their disengagement may be costing us in lack of productivity. It’s another story when we begin to measure the cost. Two studies (1) were recently discussed at a Franklin Covey facilitators workshop which revealed that for every $10,000 of employee salary, $3,400 was lost to disengaged workers. Put another way, 34% of all wages are lost through disengagement.

Following this logic, if a company’s average salary was $60,000 per year, each disengaged workers’ disengagement costs the company $20,400. If this is a better than average company and only 60% of the workforce is disengaged (versus Gallup’s 70-75%), a company with 100 employees, the bottom-line impact on the company is a loss of $1,224,000!

Values, Vision and Voice is only a starting point

Many organizations talk about their vision, and some even post their values on posters throughout the office. “I have an open-door policy”, has been uttered by mid- level managers and C- Suite executives alike, but when it is time for their staff to take advantage of the policy, it takes three weeks to get on the executive’s calendar. When the meeting happens, the exec is checking their text messages and emails. “Your opinion matters around here”, quickly becomes a trite saying without much belief among the staff.

Employee beliefs, trust and feelings become jaded when they see values compromised and vision clouded.

When the open-door policy seems like the “closed-door” policy, employees begin to feel isolated and engagement plummets. As engagement plummets, turnover increases and costs of recruitment and training the new staff begin to add up. This can be avoided by going beyond communicating about values, vision and voice and working on building a culture of connection and conviction.

Tom Peters had it right

Early in my business career, Tom Peters was the management guru to listen to. This was at the same time that hair bands ruled the radio and Top Gun, Back to the Future and The Breakfast Club ruled the big screen. I remember watching my VHS videotape during a training session as Peters screamed the virtues of MBWA. MBWA is an acronym for Managing By Wandering Around. Peters would go on to say that this managing by wandering around was just the start, much like values, vision and voice are the start. “Management is about arranging and telling, while leadership is about nurturing and enhancing” he was often quoted to say.

It is in the nurturing and enhancing that engagement grows and deepens.

Nurturing and enhancing is the way to build a connection between the employee and the organization. In turn, it is how seemingly sterile or aspirational values and vision become transformational, enduring convictions. The effort of nurturing and enhancing creates an affinity between the executive and employee and models how the relationships between staff should flow.

Everyone wants to be appreciated, so if you appreciate someone, don’t keep it a secret.” ~ Mary Kay Ash

Validation… The Missing “V”

As true leaders nurture and enhance, they are also doing something very important, if not vital in the workplace. True leaders offer a form of validation to the people that they lead and serve alongside with. Employees want to feel like they are an important part of the team. They want to feel like their work matters to the organization and that their opinions matter to the people in leadership as well as their fellow teammates. Employees also want to feel a connection to people that they serve with on the team. It’s no accident that employees that respond in the affirmative that “I have a best friend in my place of work” have longer tenure and that they stay engaged in the important matters of the company.

Sailing to greater profits

There’s no better place to learn the importance of employee engagement and how to build greater team connections than on the deck of a sailboat. The lessons gained from sailing can help unify your team as well as open up the dialog about what is slowing down the progress to the vision, mission, shared language, trust and respect that are vital to success.

Let’s schedule a time for your team to get out on the water to grow together, relax together and create a breakthrough together. Who knows, it might just lead to greater productivity and profitability.