Leadership Update from Nexus Partners

In this issue:

How much are disengaged employees costing you?

Prize Draw: Win a copy of "Leading through Values".

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Team Development Monthly Update We're talking about the key factors which influence team behaviour. Last month we discussed defining values and ground rules. This month, we're talking about expectations. Read more...

How much are disengaged employees costing you?Thousands of workers are actively disengaged from their jobs according Gallup, who say they are costing the country more than $3.6 billion a year in lost productivity. Only 17% of our NZ workforce are engaged. Read more ...

Strategic Leadership Our Strategic Leadership Programme has been running for over 6 years now, and it's time for a reunion. We're scheduling a reunion conference for next year, and we're also looking for past participants we may have lost contact with. Read more...

Setting Boundaries. Many leaders, especially those new to their leadership roles, have difficulty setting boundaries with their staff. Here are some tips for maintaining professional yet friendly relationships with your team members. Read more...

Leading through Values. A review of Leading through Values by Michael Henderson, Dougal Thompson and Shar Henderson. By New Zealand authors, this book is really relevant to New Zealand organisations and leaders in the 21st century. Read more .

Prize Draw: Win a copy of "Leading through Values" by Michael Henderson, Dougal Thompson and Shar Henderson.

Key Factors in Team Behaviour

Last month we discussed defining values and ground rules. This month we're looking at clarifying expectations.

Missed last month's segment? Read it online!

Factor 2: Clarifying Expectations

Job satisfaction is the mix of what I expect, want, need, even hope for and my perception of how well those expectations are met. Where there is a high correlation between what I expect or need and what I receive, I will have a high level of satisfaction, conversely, where there is a gap between the two, my level of satisfaction is low. The good news is that as a leader you can affect your team members’ levels of job satisfaction. You can clarify what your people expect and then can negotiate what is realistic and clarify what is not possible.

Each team member has expectations of the other members of the team. Sometimes these expectations are clear and may be included within your team ground rules. However, many may be un-stated and based on personal criteria as varied as background, beliefs, culture, relationship and personal history.

Clear expectations within the team create:

A climate of open communication
Constructive assertive behaviour between team members
Respect for each other and their values, perspectives and needs

Tensions in the team arise when we lack self-awareness and presume that "Everyone else expects what I expect, in the way I expect it". We all know that people are different, but frequently we do not actually unpack an expectation to explore whether others do in fact subscribe to it.

Usually expectations are quite specific. For example people might expect:

A simple good morning, while others may expect to have a 10-minute chat. Still others may not wish to say anything until after their first cup of coffee!
Everyone to do their own dishes, while others may expect people to take turns
To recycle all paper rubbish
Replies to their messages within the shortest possible time

When people's expectations are consistently not met, they feel irritated. Unclear and non-stated expectations are sometimes the basis of conflict within teams.

Try this process to clarify expectations within the team:

At a team meeting explain that over the next few weeks you want to focus on the expectations team members have of each other. Explain why this is important.
Talk with each person and ask them about the expectations they have of you. Then tell them the expectations that you have of them. For starters, you could discuss their feedback expectations, how they expect to see conflict dealt with or work delegated. People will quickly come on board when they understand how unmet expectations can lead to conflict.
Then, as a team do the same exercise. Collectively discuss and communicate the team's expectations of you as a leader, and vice versa. This takes courage, but we have seen it work very well.
Get the team to discuss and agree on expectations that they have of each other.

Really a simple process that, linked with your courage and creativity, can help build that well-functioning and high-performing team that you desire.

In our next e-zine we will look at the issue of interpretation.

Contact us for more information about Nexus Partners' team development programmes. More information is also available online.

Strategic Leadership Conference

Our Strategic Leadership programme has been running for over 6 years now, and it's time for a reunion. We're scheduling a conference for next year for graduates of the programme, so we're looking for people we may have lost contact with.

Over 300 people have attended Strategic leadership in the past 6 years. We'd love to get them all together again!

Did you attend Strategic Leadership with someone who has since moved to another organisation? If you're still in contact with them, please forward this email or let us know their address.

At the 2007 Strategic Leadership conference, we'll be:

Presenting some great speakers on leadership
Revisiting learnings from the programme
Providing some new insights into leadership
Conducting forums for sharing experience on specific topics
Talking about values-based leadership
Networking and catching up with past participants
And much more - the programme, dates and venues will be available next year.

If you're a Strategic Leadership graduate, please let us know:

If you're interested in attending the upcoming conference
Topics of special interest to you
If you have a relevant case study you would like to present to the conference
Specific forums you would be keen to see
Any suggestions for speakers you may have

We can’t wait to catch up with everyone again!

Not a Strategic Leadership Graduate? Get more information about the programme online.

Hints for Setting Boundaries

Many leaders, especially those new to their leadership roles, have difficulty setting boundaries with their staff. It can be difficult to maintain professional yet friendly relationships with your team members.

Be fair, and be seen to be fair. Avoid setting precedents which encourage people to expect special treatment.
Do socialise with your colleagues, but remember to set clear boundaries between ‘work life’ and ‘personal life’. When socialising, aim not to discuss work. In particular, never criticise senior management, other managers or team members.
Never let personal likes and dislikes affect your management decisions or behaviour.
In discussions, be very clear about the issue or subject at hand. Avoid being sidetracked. E.g. “That’s a valid point, but I’d like to discuss it later.” or “Let’s stay focused on the business issue here.”
Be prepared to say ‘no’ when required.
Ensure your communications are clear. If you mean ‘no’, say ‘no’. Avoid using “I’ll see what I can do.”
Foster respect by modelling respect. Respect others' space, opinions and personalities. Be seen to respect management and the organisation.
Challenge unacceptable behaviour. Some managers go along with inappropriate behaviour (e.g. offensive language) out of a belief they will be more popular that way. As a leader, it is your job to model a belief in your organisation's values. You will gain more credibility amongst your team by challenging inappropriate behaviour than by trying to fit in.

HOT TIP: Take up networking opportunities to meet with people in similar roles to yourself. Look for organisations or groups to join. This can be a great professional development opportunity, where you can discuss business cases and hear how others have coped in similar situations.

For information about leadership training or team-building, please contact us. More information is also available online.

Gallup 2004 Employee Engagement Survey

Thousands of workers are actively disengaged from their jobs according to Gallup's survey, which says they are costing New Zealand more than $3.6 billion a year in lost productivity.

Engaged Employees

According to the Gallup organisation, “engaged employees” provide their employers with high levels of productivity, profitability and customer service. They are psychologically committed to their company and to their role, have high levels of consistent performance and are more likely to stay with their company over time.

Engaged employees represent 17% of the New Zealand workforce, down from 23% in 2002.

Actively Disengaged Employees

Being "actively disengaged", says the Gallup survey, leads to people being less productive, less loyal and less likely to offer excellent customer service.

These are the 15% of NZ workers who roll their eyes when you approach them for help, sigh when you complain about poor products or service and put the phone down on you moments after saying "I can’t hear you, are you still there?" They are also often disruptive at work, bothering co-workers and causing them to be less productive. People unhappy in their jobs are often vocal in showing their negative attitudes.

Actively disengaged employees are less likely to stay with their company, with only 23% of actively disengaged employees planning to stay with their employer over the next 12 months.

Gallup’s research also found that disengaged employees are significantly less likely to recommend their company’s workplace, products and services.

Actively disengaged employees make up 15% of the New Zealand workforce.

Disengaged Employees

The remainder of the New Zealand workforce (68%) are characterised by Gallup as being disengaged. Their employers have yet to capture their hearts and minds. What an opportunity this represents, to gain the positive psychological commitment of these people to their jobs and organisations.

Gallup ’s results explained

Gallup came up with its $3.67 billion estimate of the annual cost of actively disengaged employees to the country by using published statistical guides (standard utility analysis methods) and applied them to the $35,247-a-year average New Zealand salary.

This yielded $2448 in losses for each worker. That figure was multiplied by 1.5 million workers in New Zealand who are 18 or older to produce the estimate.

* The New Zealand Engagement Study was conducted October to November 2004 among a sample of 500 working people, aged 18 years and older.

Excerpts from NZ Herald article, 2 May 2005

Next month we'll look at ways to improve employee engagement. In the meantime, if you require assistance in this area please contact us.

Book Review - Leading through Values by Michael Henderson, Dougal Thompson & Shar Henderson

Over the years we've seen too many well-intentioned leaders and managers attempt and fail to implement values into their workplace.

How many companies create a fancy vision statement, hang it on the wall and never refer to it again? For all the hype, identifying company values is worthwhile only if management then refer to these values in all business decisions, and motivate employees to do the same.

Leading through Values is an excellent book for anyone wishing to understand the environment required for people and organisations to grow. This book is a great guide with a practical programme to follow to implement values based leadership.

In Leading through Values, Michael Henderson et al demonstrate how implementing a values-based management system can strengthen leadership within organisations, motivating and inspiring staff and steering companies towards success-based, values-driven goals.

Their advice is simple: “Understand values and their impact on people, performance and profit - because make no mistake - identifying company values can make a positive difference to your business performance”.

We have a copy of Leading through Values by Michael Henderson, Dougal Thompson & Shar Henderson to give away. Click here to enter our draw online, or reply to this email with Prize Draw in the subject line.

Contact us to discover how you can create a set of meaningful organizational values, or to discuss how to engage your people with your organisation’s values.