inspire , respect and reward: a new crowd-sourced model of leadership effectiveness
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INSPIRE, R
ESPEC
T AND
REWARD: A
NEW CROWD-
SOURCED
MODEL OF
LEADER
SHIP E
FFECTIV
ENESS
D R . J A
C K WI L
E Y
MP PA W
MI N
N E A P O L I S,
MN
1 7 SE P T E M
B E R 20 1 3
2
WHAT ARE LEADERS WITHOUT FOLLOWERS?
I AM REMINDED HOW HOLLOWTHE LABEL OF LEADERSHIPSOMETIMES IS AND HOWHEROIC FOLLOWERSHIP CAN BE.
-Warren Bennis
“ “Our chief want is someonewho will inspire us to
bewhat we know we could be.
- Ralph Waldo Emerson
“
“
Steve Jobs
Sir Winston Churchill
3
LEADERS LISTENING TO ONE PERSPECTIVE
4
5
What is the mostimportant thingyou want fromyour top leader?
INSPIRE+
RESPECT+
REWARD
6
Careergrowth
10%
Appropriate & faircompensation
21%
Consid
erat
ion
& und
ersta
ndin
g
7% Fair & equal
treatment12%
Recognition& respect
12%
Honest &transparent
communication11%
Jobsecurity
6%
HighlySkilled
10%
Cleardirection
11%
7
Additional countries included in 2012Countries included in the original taxonomy development
FROM WHENCE OUR DATA
8
Why does itpay to listen tothe followers?
THE BALANCED SCORECARD
9
Operational Outcomes:Performance Confidence
SUCCESSFULLY MANAGING FOUR
PERSPECTIVES
People Outcomes:Employee Engagement
Customer Outcomes:Customer Satisfaction
Financial Outcomes:ROA / Operating Margin
10
8590 89
76
86
0
10
20
30
40
50
60
70
80
90
100
EmployeeEngagement Index
Pride Satisfaction Commitment Advocacy
Perc
ent F
avor
able
Employees who workfor leaders who inspire,respect and reward
Employees who do notwork for leaders whoinspire, respect and reward
INSPIRE + RESPECT + REWARDEMPLOYEE ENGAGEMENT
25 28 25 2622
Employees who workfor leaders who inspire,respect and reward
Employees who do notwork for leaders whoinspire, respect and reward
25 28 25 2622
Employees who workfor leaders who inspire,respect and reward
Employees who do notwork for leaders whoinspire, respect and reward
11
8478
85 8884
0
10
20
30
40
50
60
70
80
90
100
PerformanceConfidence Index
Innovativeproducts
High qualityproducts
Highlycompetitive
Outstandingfuture
Perc
ent F
avor
able
Employees who workfor leaders who inspire,respect and reward
Employees who do notwork for leaders whoinspire, respect and reward
INSPIRE + RESPECT + REWARDPERFORMANCE CONFIDENCE
3125
35
46
19
Employees who workfor leaders who inspire,respect and reward
Employees who do notwork for leaders whoinspire, respect and reward
3125
35
46
19
Employees who workfor leaders who inspire,respect and reward
Employees who do notwork for leaders whoinspire, respect and reward
12
80.3
70.0
72.0
74.0
76.0
78.0
80.0
82.0
Top 25% HighestScoring Companies
Bottom 25% LowestScoring Companies
Organizations with leaders who inspire, respect and reward
ACSI
Mea
n Sc
ore
Notes: r = .42, p < .01, n = 57 organizations
INSPIRE + RESPECT + REWARDCUSTOMER SATISFACTION
73.5
13
6.7
.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
Top 25% HighestScoring Companies
Bottom 25% LowestScoring Companies
Organizations with leaders who inspire, respect and reward
ROA
(%)
Notes: r = .35, p < .01, n = 186 organizations
INSPIRE + RESPECT + REWARDRETURN-ON-ASSETS
1.7
14
14.9
0
2
4
6
8
10
12
14
16
Top 25% HighestScoring Companies
Bottom 25% LowestScoring Companies
Organizations with leaders who inspire, respect and reward
Ope
ratin
g M
argi
n (%
)
Notes: r = 0.32, p < .01, n = 186 organizations
INSPIRE + RESPECT + REWARDOPERATING MARGIN
7.0
INSPIR
EHonest &
transparentcommunication
11%
HighlySkilled
10%
Cleardirection
11%
16
TRANSPARENT AND HONEST COMMUNICATION
AN OPEN DIALOGUE“
“
MORE TRANSPARENCYAND SINCERITY“
“TWO-WAY COMMUNICATION“
“
17
46 4644
0
5
10
15
20
25
30
35
40
45
50
No Yes No Yes No Yes
Layoffs Pay Freeze Hiring Freeze
Perc
ent F
avor
able 35
33
37
THE BIG CHILLHONEST AND TRANSPARENT COMMUNICATION
RESPEC
TFair & equal
treatment7% Consideration
& understanding12%
Recognition& respect
12%
19
RECOGNITION AND RESPECT
RESPECT FOR THEHARD WORK ANDLONG HOURS“
“RECOGNITION FORPERSONAL INVESTMENTAND WORK PROVIDED“ “
RECOGNITION IN ASINCERE WAY“
“
20
THE PRIVILEGED FEWSATISFACTION WITH RECOGNITION
76
56
48
5649
43
0
10
20
30
40
50
60
70
80
Executive/Senior
Manager
Mid-LevelManager
Front-LineSupervisor
Sales Professional/TechnicalWorkers
Service/Production
Workers
Leadership level Job type
Perc
ent F
avor
able
REWAR
D
Careergrowth
10%
Appropriate & faircompensation
21%
Jobsecurity
6%
22
APPROPRIATE AND FAIR COMPENSATION
MORE SUBSTANTIALFINANCIAL RECOGNITIONDUE TO THE WORKLOADAND RESPONSIBILITIES
“ “THAT THE EQUIVALENT OFWHAT I PERSONALLY BRINGINTO THE COMPANYBE PAID BY THE COMPANY!
“ “
23
PAY PRACTICES MATTER BIG-TIME!
Relativeimpact of four
influencerson fair pay Pay is
related toperformance
36%
Know howto maximize
compensation28%
Actualpay level
10%
Understandhow pay isdetermined
26%
NOT EVERY
ONE IS TH
E
SAME
25
THE HAVES AND HAVE NOTS
61
46
57
42
76
35
0
10
20
30
40
50
60
70
80
Ages 18-24 Ages 45-54 Professionaldegree
Bachelor'sdegree
India Japan
Inspired Respected Rewarded
Perc
ent F
avor
able
61
46
57
42
76
35
0
10
20
30
40
50
60
70
80
Ages 18-24 Ages 45-54 Professionaldegree
Bachelor'sdegree
India Japan
Inspired Respected Rewarded
Perc
ent F
avor
able
61
46
57
42
76
35
0
10
20
30
40
50
60
70
80
Ages 18-24 Ages 45-54 Professionaldegree
Bachelor'sdegree
India Japan
Inspired Respected Rewarded
Perc
ent F
avor
able
HOW ARE TOP L
EADER
S
DOING?
27
LEADERSHIP SCORECARDINSPIRE % Fav
Highly Skilled 62
Clear Direction 49
Honest Communication 41
Confidence 48
50%INSPIREINDEX
RESPECT % Fav
Recognition 48
Consideration 37
Fair Treatment 42
Concern 43
42%RESPECT
INDEX
REWARD % Fav
Fair Compensation 40
Job Security 54
Career Growth 55
Employee-Oriented 48
49%REWARD
INDEX
28
RAISING THE BAR
take actionon employee
survey results
make pay practices
transparent
share goodand bad
newsConsideration and
understanding37%
FairCompensation
40%
INSPIRE RESPECT REWARD
HonestCommunication
41%
29
30
IT IS POSSIBLE
50
42
49
0
10
20
30
40
50
60
70
Inspire Respect Reward
Perc
ent F
avor
able
Global Average Fortune's Most Admired Companies*
62
54
61
Global Average Fortune's Most Admired Companies**Sample taken from companies in top 50% of ranking (n = 142)
QUESTIO
NS AND ANSW
ERS
32
CONTACT
Dr. Jack WileyEmail: jackwiley6@gmail.comOffice: 765-981-2020 Mobile: 612-481-2101
APPENDIX
INSPIRE + RESPECT + REWARDRELEVANT SURVEY ITEMS
34
Inspire
Highly skilled Senior Management at my organization has the ability to deal with the challenges we face.
Clear direction Senior management gives employees a clear picture of the direction the company is headed.
Honest and transparent communication When my organization’s senior management says something, you can believe it’s true
Inspire Overall I have confidence in my organization's senior leaders.
INSPIRE INDEX
Respec
t
Recognition and respect I am satisfied with the recognition I get for the work I do.
Consideration and understanding My organization's senior management shows a genuine interest in the views and opinions of employees
Fair and equal treatment My organization’s senior management treats employees fairly.
Respect Overall Senior management shows concern for the well-being and morale of employees.
RESPECT INDEX
Reward
Appropriate and fair compensation I am paid fairly for the work I do.
Job security At my organization, those who perform well have secure jobs.
Career growth My organization provides me with the opportunity for growth and development.
Reward Overall Senior management demonstrates that employees are important to the success of the organization.
REWARD INDEX
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