The ‘Leader Others Want to Work For’ has switched their script from:It’s about ‘me’ - to it’s about ‘them’ A ‘me’ mentality - to a ‘we’ & ‘us’ mentalityBeing the center of attention - to shining the spotlight on othersIndividual success - to making their team successfulPersonal advancement - to helping each team member reach their potentialEmployee-centric leaders are constantly:Communicating - through their words, behaviors & priorities Influencing - through logic, explanation & connectionBuilding relationships with their team through: - Direction – clarity around the vision - Alignment – clarity on the ‘line of sight’ - Commitment – everyone wanting what’s best for the teamSuccessful leaders recognize that they:Need their team more than their team needs themGet paid more for what their team does than what they do Should do everything in their power to help their team be as successful as possibleSucceed when their team succeeds!The ‘Leader Others Want to Work For’ meets their employees’ engagement needs causing them to:Expend discretionary effort & do more than they are asked to doBe motivated toward the organization’s successTake pride in their work & suggest improvementsAppreciate the ‘line of sight’ between their jobs& the organization’s performanceBelieve their leader wants them to be successfulLeaders can impact employee engagement by 20%. Engagement is based more on employees’ relationship with their leader – than their perception of the organization. Leaders are the key to enhanced employee engagement.Leaders can view their employee touch-points as interruptions or opportunities to:Listen and learnBuild the relationship and coachSatisfy engagement needs &improve performanceThe employee performance needs most correlated with business results are:Receiving clear job expectationsHaving adequate materials and equipmentBeing able to utilize their talentsReceiving recognition and praiseFeeling cared about, personallyHaving their development encouragedAreas CoveredThe individual contributor’s scriptWhy many people are promoted to a leadership position What a team wants to know from their leaderHow a leader’s success is determined What ‘Becoming the Leader Others Want to Work For’ requiresLearning ObjectivesHaving the perspective of a leader by switching your individual contributor: - Script - Skill set - Relationships - Do-it-all attitude - FocusMeeting employees’ engagement needs:- The business case for increasing engagement- Why most organizations have a significant opportunity to increase employee engagement- Companies currently benefiting from employee engagement initiatives- The significance of leadership- How effective leaders utilize their employees’ talents Who Should AttendHuman Resource Professionals Supervisors Team Leaders Business Owners Senior Executives Entrepreneurs Personal Development SpecialistWhy You Should AttendThe individual contributor’s script is toKeep your head downWork harder than everyone elsePush to get things doneUtilize your technical skillsBe a subject matter expertRely on yourself in order to be successfulMany people are promoted to a leadership position because they:Were highly competent as an individual contributorHad a track record of exceeding expectationsDisplayed a special set of technical skillsThis is an excellent start - but leaders can’t rely solely on their individual contributor skills.When you become a leader, your team wants to know that:Their best interests are your priorityYou are more invested in your team than in your personal successBecause when your team is successful, you are successfulA leader’s success is no longer determined by just the work they do. Not empowering others is saying: “I think my way is better and/or I don’t think the work will get done.”The job of a leader is to enable his/her direct reports to perform to their potential. So, ‘Becoming the Leader Others Want to Work For’ requires:Having the perspective of a leader by switching your:ScriptSkill setRelationshipsDo-it-all attitudeFocus And meeting your team’s engagement needs