Engagement Through CEO Eyes

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Transcript

1. Research Launch & Breakfast Debate BIS Conference Centre 11th June 2013
2. Welcome and introductions David MacLeod
3. Kicking-off the debate Chris Elmitt Managing Director Crystal Interactive
4. Background and context Stephen Dando Managing Partner Bain Capital
5. Research findings Amy Armstrong Research Fellow Ashridge
6. Why CEOs? • It is critical that we have effective and engaged leadership at the top • As the organisation’s ‘climate engineers’, it is leaders who set the tone and culture for engagement across the organisation • There is a dearth of literature that gets to the heart of the CEO agenda • It is important to get under the skin of CEOs and to understand engagement through their eyes
7. Research questions 1. What is stopping CEOs from engaging with engagement? 2. What are the intrinsic and extrinsic factors that they feel are getting in the way? 3. Why do CEOs think engagement isn’t happening more in the UK?
8. Sample and limitations • 16 depth interviews (10 telephone/6 face-to-face) • 11 private sector / 2 public sector / 3 not-for-profit • Healthcare, Training, Local Government, Financial Services, Charities, Professional Services, Energy, Retail • Included 5 FTSE 100 & 5 SMEs • Limitations: This research gives us depth not generalizability The sample became self-selecting i.e. few sceptics, more champions
9. CEO definitions • Dialogue > Emotion • Dialogue / strategic narrative which creates connection and purpose • “An emotionally committing act” • The act of defining engagement is constraining • The words “employee engagement” are “power words” and are in themselves disengaging
10. Definition “Engagement encompasses dialogue and a strategic narrative within an organisation, which creates emotional connection and a sense of purpose among employees. The outcome of engagement is an organisational climate where people choose to give the very best of themselves at work.” Armstrong, A (2013)
11. What makes an engaging leader 1. Ability to forge deep trusting relationships 2. Leading with emotion and authenticity 3. Genuine openness and honesty
12. What stops CEOs from engaging with engagement? • CEOs in this study talked about being hindered on three levels: • By shortcomings in their own leadership capability • Because of something within the leader themselves which blocks engagement • Our culture, system and organisational hierarchies which are seen as counter-engagement
13. CEO Barriers to Engagement
14. What next? For leaders & the leadership development community Explore / develop new ways of leading that are self-aware, emotionally-attuned and contextually relevant For HR professionals & executive search Re-evaluative the kinds of leader attributes we recruit for, develop, value and promote For policy-makers and government Appreciate the hidden processes of engagement as well as the visible outcomes of it
15. Q&A
16. Table group discussions Geoff Lloyd Group HR Director Serco
17. Questions for discussion 1. Command and control leadership with its emphasis on organisational hierarchy has declining relevance in many organisations, thus our concept of what constitutes a good leader and good leadership is changing. What should tomorrow’s leaders look like and how might they behave? 2. What kind of system will these leaders create as a result to enable high levels of engagement?
18. Thank you!