The Engaging Leader: How Do You Become One?
Most HR people understand this link. Many managers intuitively ‘get it’, too. So why do we hear that it’s so difficult to improve survey results? In part, the answer may lie in systemic issues which need to be fixed by senior management. For example, maybe decision making is slow because authority levels or risk assessment procedures are skewed inside a company. But we often find that individual managers lack an understanding of the effect their behaviour has on the team: they see the consequence via their survey results, but don’t know how to fix the issue.
If you take the case that exceptional performance is a function of exceptional leadership, then the job of each manager is to provide context, direction and guidance. They need to provide leadership which creates trust and sparks engagement. Knowing how to do these things requires several insights. You need to understand who you are, in terms of your own values and personality. Equally, you need to understand how you occur to your team, as a manager. And finally, you need to see the evidence for how engaged/disengaged that makes them feel, and how effective they are as a result. Over the past year, Sirota and Hogan Assessment have been studying the manager: team dynamic and have found a compelling pattern of correlations between manager personality and outcomes like team turnover (via analysis of voluntary exit data.)
From that initial research, the two companies joined forces to produce a unique instrument: The Engaging Leader Assessment & Report (www.theengagingleader.com). The tool combines the acclaimed Hogan personality profile, with Sirota’s team effectiveness and engagement questionnaire, and presents the manager with a clear data set, linking who they are and how they behave, with how the team feels.
For the first time, we can easily link personality and behaviour to engagement – to move beyond a classical 360 assessment into a more insightful instrument. The online tool enables HR, or other qualified coaches, to quickly set-up data-driven interventions with the manager and their team. In the coming weeks, we’ll show how various personality types affect engagement, and what interventions may be practical.
Meantime, if your organisation is looking for valid ways to help low-scoring managers move out of the bottom quartile of engagement, take a look at how this tool enables it.