Employee engagement – why it may matter to you Greenwich 19 11 14 John Smythe IP of Engage for Change and can only be quoted from or used with clear visible note of the source
#BigPictureLecture: Employee Engagement - Why it may matter to you
Jul 06, 2015
John Smythe was invited to the University of Greenwich to deliver a keynote for their Big Picture Lecture Series.
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Transcript
Employee engagement ndash why it
may matter to you
Greenwich 19 11 14 John Smythe
IP of Engage for Change and can only be quoted from or used with clear visible note of the source
Communication and engagement ndash the same
thing right
2
Communication
bull Making connections
bull Sharing meaning
bull Influencing mood climate
bull Setting context
bull Reinforcing status quo
hierarchy
Engagement
bull Opening decision making and
change to the right groups to
- add value
- accelerate execution
- broaden ownership and
sustainability
bull = Power sharing
bull Disturbing status quo
suspending hierarchy
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement3
Why will people turn up every
day to work with youfor you
Why will people give you
their creativity
Dowill they feel part of the
missionIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Why now ndash the social context (UK example)
5 1990s empowerment
6 Loyalty for security contract
4
3 Skyscraper capitalism1 Sweat shops 2 Victorian
philanthropists
4 Internal marketingIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Velvet revolutions
Lech Walesa at Gdansk Shipyard addressing workers
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Coincidental social upheavals
Protestors gathering in Tahrir Square
Cairo Egypt
Demonstrators marching through Habib Bourquiba Avenue Tunis
Political dissidents in Sanarsquoa Yemen demanding the resignation of the president
Protests in Duma Syria
The Arab Spring
6
IP Engage for Change 2014
Think of a projectperiod outside or at
work where you were immersed 100
committed and inspired to make
something a success
What was it that you did and what did it
feel like
What were the factors and conditions
that enabled you to really commit
Q) WHAT BRINGS OUT THE BEST IN YOU
7
Which workers are most engaged and
productive
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Those on a mission ndash whatrsquos your compelling purpose
IP Engage for Change 2014
9
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
How would you recognise an engaged
persongroup
10
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement11
What do engaged people do
Enjoy their work whatever they do
Innovate amp disrupt status quo
Risk speaking upwards to challenge and innovate
Make it safe for people to challenge up
Self organise ndash less need for costly supervision
Take responsibility
Collaborate within amp beyond their lsquoborderrsquo
Resolve difficulties locally
Awareness of personal limits
Are generous with time and skills
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Generalists solve complex problems
12
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Mercenaries
3Disconnected
20
Hostages
28Fence-sitters
16
Apostles
33
Business case ndash UK 25000 workers YouGovEfC
13
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Engaging people in real work drives engagement
CBI engaged employees take 29 sick daysdisengaged 619 days
Towers Perrin operating margins 3x higher in engaged workforces
MampS stores with improving engagement delivered pound62m more sales
Kenexa In the US companies with engaged staff have highest customer sat
BAE engaged staff reduced plane construction time 25
BAE same staff found pound26m in savings in two sites
Gallup disengaged organizations have 62 more accidents
Gallup engaged staff say that work brings their creative ideas ndash 59 vs 3
Aon Hewitt engaged organizations give 22 higher returns to shareholders
Total UK double digit poundms in efficiency savings + new revenue lines
(Engage for Change data)
Kenexa ndash increased engagement could add pound26B to UK GDP
(Engage for Success data)14
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 15
1 Decision
making
pattern
2 Leadersrsquo
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement17
What is decisiondecision making
Re-affirmation of intent
A change to previous intent
An invisible cognitive process
involving one person
A visible social process
involving many
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Tellingthe many what has been decided by the few
OUTCOMEHooligans orspectators
Sellingto the many what has been decided by the few
OUTCOMECompliant collaborators
InclusionDriving accountability down by implicating people as individuals in execution
OUTCOMEWilling collaborators
Co-creationJudging who will add value if included in front end decision forming for change amp strategy
OUTCOMEPersonally committed reformers
My decision making pattern ndash GOD or GUIDE
18
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Choices of approach open to leaders
ldquoThere is a 5th way -
they decide but donrsquot
even bother telling usrdquo
19
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
20
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision a sharedstory
Consider who needs engaged in execution
How to engage amp communicate- method- style
Learning fromlistening observing
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
21
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
Communication and engagement ndash the same
thing right
2
Communication
bull Making connections
bull Sharing meaning
bull Influencing mood climate
bull Setting context
bull Reinforcing status quo
hierarchy
Engagement
bull Opening decision making and
change to the right groups to
- add value
- accelerate execution
- broaden ownership and
sustainability
bull = Power sharing
bull Disturbing status quo
suspending hierarchy
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement3
Why will people turn up every
day to work with youfor you
Why will people give you
their creativity
Dowill they feel part of the
missionIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Why now ndash the social context (UK example)
5 1990s empowerment
6 Loyalty for security contract
4
3 Skyscraper capitalism1 Sweat shops 2 Victorian
philanthropists
4 Internal marketingIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Velvet revolutions
Lech Walesa at Gdansk Shipyard addressing workers
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Coincidental social upheavals
Protestors gathering in Tahrir Square
Cairo Egypt
Demonstrators marching through Habib Bourquiba Avenue Tunis
Political dissidents in Sanarsquoa Yemen demanding the resignation of the president
Protests in Duma Syria
The Arab Spring
6
IP Engage for Change 2014
Think of a projectperiod outside or at
work where you were immersed 100
committed and inspired to make
something a success
What was it that you did and what did it
feel like
What were the factors and conditions
that enabled you to really commit
Q) WHAT BRINGS OUT THE BEST IN YOU
7
Which workers are most engaged and
productive
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Those on a mission ndash whatrsquos your compelling purpose
IP Engage for Change 2014
9
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
How would you recognise an engaged
persongroup
10
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement11
What do engaged people do
Enjoy their work whatever they do
Innovate amp disrupt status quo
Risk speaking upwards to challenge and innovate
Make it safe for people to challenge up
Self organise ndash less need for costly supervision
Take responsibility
Collaborate within amp beyond their lsquoborderrsquo
Resolve difficulties locally
Awareness of personal limits
Are generous with time and skills
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Generalists solve complex problems
12
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Mercenaries
3Disconnected
20
Hostages
28Fence-sitters
16
Apostles
33
Business case ndash UK 25000 workers YouGovEfC
13
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Engaging people in real work drives engagement
CBI engaged employees take 29 sick daysdisengaged 619 days
Towers Perrin operating margins 3x higher in engaged workforces
MampS stores with improving engagement delivered pound62m more sales
Kenexa In the US companies with engaged staff have highest customer sat
BAE engaged staff reduced plane construction time 25
BAE same staff found pound26m in savings in two sites
Gallup disengaged organizations have 62 more accidents
Gallup engaged staff say that work brings their creative ideas ndash 59 vs 3
Aon Hewitt engaged organizations give 22 higher returns to shareholders
Total UK double digit poundms in efficiency savings + new revenue lines
(Engage for Change data)
Kenexa ndash increased engagement could add pound26B to UK GDP
(Engage for Success data)14
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 15
1 Decision
making
pattern
2 Leadersrsquo
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement17
What is decisiondecision making
Re-affirmation of intent
A change to previous intent
An invisible cognitive process
involving one person
A visible social process
involving many
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Tellingthe many what has been decided by the few
OUTCOMEHooligans orspectators
Sellingto the many what has been decided by the few
OUTCOMECompliant collaborators
InclusionDriving accountability down by implicating people as individuals in execution
OUTCOMEWilling collaborators
Co-creationJudging who will add value if included in front end decision forming for change amp strategy
OUTCOMEPersonally committed reformers
My decision making pattern ndash GOD or GUIDE
18
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Choices of approach open to leaders
ldquoThere is a 5th way -
they decide but donrsquot
even bother telling usrdquo
19
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
20
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision a sharedstory
Consider who needs engaged in execution
How to engage amp communicate- method- style
Learning fromlistening observing
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
21
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement3
Why will people turn up every
day to work with youfor you
Why will people give you
their creativity
Dowill they feel part of the
missionIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Why now ndash the social context (UK example)
5 1990s empowerment
6 Loyalty for security contract
4
3 Skyscraper capitalism1 Sweat shops 2 Victorian
philanthropists
4 Internal marketingIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Velvet revolutions
Lech Walesa at Gdansk Shipyard addressing workers
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Coincidental social upheavals
Protestors gathering in Tahrir Square
Cairo Egypt
Demonstrators marching through Habib Bourquiba Avenue Tunis
Political dissidents in Sanarsquoa Yemen demanding the resignation of the president
Protests in Duma Syria
The Arab Spring
6
IP Engage for Change 2014
Think of a projectperiod outside or at
work where you were immersed 100
committed and inspired to make
something a success
What was it that you did and what did it
feel like
What were the factors and conditions
that enabled you to really commit
Q) WHAT BRINGS OUT THE BEST IN YOU
7
Which workers are most engaged and
productive
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Those on a mission ndash whatrsquos your compelling purpose
IP Engage for Change 2014
9
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
How would you recognise an engaged
persongroup
10
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement11
What do engaged people do
Enjoy their work whatever they do
Innovate amp disrupt status quo
Risk speaking upwards to challenge and innovate
Make it safe for people to challenge up
Self organise ndash less need for costly supervision
Take responsibility
Collaborate within amp beyond their lsquoborderrsquo
Resolve difficulties locally
Awareness of personal limits
Are generous with time and skills
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Generalists solve complex problems
12
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Mercenaries
3Disconnected
20
Hostages
28Fence-sitters
16
Apostles
33
Business case ndash UK 25000 workers YouGovEfC
13
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Engaging people in real work drives engagement
CBI engaged employees take 29 sick daysdisengaged 619 days
Towers Perrin operating margins 3x higher in engaged workforces
MampS stores with improving engagement delivered pound62m more sales
Kenexa In the US companies with engaged staff have highest customer sat
BAE engaged staff reduced plane construction time 25
BAE same staff found pound26m in savings in two sites
Gallup disengaged organizations have 62 more accidents
Gallup engaged staff say that work brings their creative ideas ndash 59 vs 3
Aon Hewitt engaged organizations give 22 higher returns to shareholders
Total UK double digit poundms in efficiency savings + new revenue lines
(Engage for Change data)
Kenexa ndash increased engagement could add pound26B to UK GDP
(Engage for Success data)14
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 15
1 Decision
making
pattern
2 Leadersrsquo
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement17
What is decisiondecision making
Re-affirmation of intent
A change to previous intent
An invisible cognitive process
involving one person
A visible social process
involving many
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Tellingthe many what has been decided by the few
OUTCOMEHooligans orspectators
Sellingto the many what has been decided by the few
OUTCOMECompliant collaborators
InclusionDriving accountability down by implicating people as individuals in execution
OUTCOMEWilling collaborators
Co-creationJudging who will add value if included in front end decision forming for change amp strategy
OUTCOMEPersonally committed reformers
My decision making pattern ndash GOD or GUIDE
18
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Choices of approach open to leaders
ldquoThere is a 5th way -
they decide but donrsquot
even bother telling usrdquo
19
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
20
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision a sharedstory
Consider who needs engaged in execution
How to engage amp communicate- method- style
Learning fromlistening observing
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
21
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Why now ndash the social context (UK example)
5 1990s empowerment
6 Loyalty for security contract
4
3 Skyscraper capitalism1 Sweat shops 2 Victorian
philanthropists
4 Internal marketingIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Velvet revolutions
Lech Walesa at Gdansk Shipyard addressing workers
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Coincidental social upheavals
Protestors gathering in Tahrir Square
Cairo Egypt
Demonstrators marching through Habib Bourquiba Avenue Tunis
Political dissidents in Sanarsquoa Yemen demanding the resignation of the president
Protests in Duma Syria
The Arab Spring
6
IP Engage for Change 2014
Think of a projectperiod outside or at
work where you were immersed 100
committed and inspired to make
something a success
What was it that you did and what did it
feel like
What were the factors and conditions
that enabled you to really commit
Q) WHAT BRINGS OUT THE BEST IN YOU
7
Which workers are most engaged and
productive
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Those on a mission ndash whatrsquos your compelling purpose
IP Engage for Change 2014
9
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
How would you recognise an engaged
persongroup
10
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement11
What do engaged people do
Enjoy their work whatever they do
Innovate amp disrupt status quo
Risk speaking upwards to challenge and innovate
Make it safe for people to challenge up
Self organise ndash less need for costly supervision
Take responsibility
Collaborate within amp beyond their lsquoborderrsquo
Resolve difficulties locally
Awareness of personal limits
Are generous with time and skills
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Generalists solve complex problems
12
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Mercenaries
3Disconnected
20
Hostages
28Fence-sitters
16
Apostles
33
Business case ndash UK 25000 workers YouGovEfC
13
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Engaging people in real work drives engagement
CBI engaged employees take 29 sick daysdisengaged 619 days
Towers Perrin operating margins 3x higher in engaged workforces
MampS stores with improving engagement delivered pound62m more sales
Kenexa In the US companies with engaged staff have highest customer sat
BAE engaged staff reduced plane construction time 25
BAE same staff found pound26m in savings in two sites
Gallup disengaged organizations have 62 more accidents
Gallup engaged staff say that work brings their creative ideas ndash 59 vs 3
Aon Hewitt engaged organizations give 22 higher returns to shareholders
Total UK double digit poundms in efficiency savings + new revenue lines
(Engage for Change data)
Kenexa ndash increased engagement could add pound26B to UK GDP
(Engage for Success data)14
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 15
1 Decision
making
pattern
2 Leadersrsquo
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement17
What is decisiondecision making
Re-affirmation of intent
A change to previous intent
An invisible cognitive process
involving one person
A visible social process
involving many
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Tellingthe many what has been decided by the few
OUTCOMEHooligans orspectators
Sellingto the many what has been decided by the few
OUTCOMECompliant collaborators
InclusionDriving accountability down by implicating people as individuals in execution
OUTCOMEWilling collaborators
Co-creationJudging who will add value if included in front end decision forming for change amp strategy
OUTCOMEPersonally committed reformers
My decision making pattern ndash GOD or GUIDE
18
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Choices of approach open to leaders
ldquoThere is a 5th way -
they decide but donrsquot
even bother telling usrdquo
19
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
20
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision a sharedstory
Consider who needs engaged in execution
How to engage amp communicate- method- style
Learning fromlistening observing
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
21
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Velvet revolutions
Lech Walesa at Gdansk Shipyard addressing workers
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Coincidental social upheavals
Protestors gathering in Tahrir Square
Cairo Egypt
Demonstrators marching through Habib Bourquiba Avenue Tunis
Political dissidents in Sanarsquoa Yemen demanding the resignation of the president
Protests in Duma Syria
The Arab Spring
6
IP Engage for Change 2014
Think of a projectperiod outside or at
work where you were immersed 100
committed and inspired to make
something a success
What was it that you did and what did it
feel like
What were the factors and conditions
that enabled you to really commit
Q) WHAT BRINGS OUT THE BEST IN YOU
7
Which workers are most engaged and
productive
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Those on a mission ndash whatrsquos your compelling purpose
IP Engage for Change 2014
9
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
How would you recognise an engaged
persongroup
10
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement11
What do engaged people do
Enjoy their work whatever they do
Innovate amp disrupt status quo
Risk speaking upwards to challenge and innovate
Make it safe for people to challenge up
Self organise ndash less need for costly supervision
Take responsibility
Collaborate within amp beyond their lsquoborderrsquo
Resolve difficulties locally
Awareness of personal limits
Are generous with time and skills
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Generalists solve complex problems
12
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Mercenaries
3Disconnected
20
Hostages
28Fence-sitters
16
Apostles
33
Business case ndash UK 25000 workers YouGovEfC
13
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Engaging people in real work drives engagement
CBI engaged employees take 29 sick daysdisengaged 619 days
Towers Perrin operating margins 3x higher in engaged workforces
MampS stores with improving engagement delivered pound62m more sales
Kenexa In the US companies with engaged staff have highest customer sat
BAE engaged staff reduced plane construction time 25
BAE same staff found pound26m in savings in two sites
Gallup disengaged organizations have 62 more accidents
Gallup engaged staff say that work brings their creative ideas ndash 59 vs 3
Aon Hewitt engaged organizations give 22 higher returns to shareholders
Total UK double digit poundms in efficiency savings + new revenue lines
(Engage for Change data)
Kenexa ndash increased engagement could add pound26B to UK GDP
(Engage for Success data)14
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 15
1 Decision
making
pattern
2 Leadersrsquo
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement17
What is decisiondecision making
Re-affirmation of intent
A change to previous intent
An invisible cognitive process
involving one person
A visible social process
involving many
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Tellingthe many what has been decided by the few
OUTCOMEHooligans orspectators
Sellingto the many what has been decided by the few
OUTCOMECompliant collaborators
InclusionDriving accountability down by implicating people as individuals in execution
OUTCOMEWilling collaborators
Co-creationJudging who will add value if included in front end decision forming for change amp strategy
OUTCOMEPersonally committed reformers
My decision making pattern ndash GOD or GUIDE
18
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Choices of approach open to leaders
ldquoThere is a 5th way -
they decide but donrsquot
even bother telling usrdquo
19
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
20
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision a sharedstory
Consider who needs engaged in execution
How to engage amp communicate- method- style
Learning fromlistening observing
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
21
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Coincidental social upheavals
Protestors gathering in Tahrir Square
Cairo Egypt
Demonstrators marching through Habib Bourquiba Avenue Tunis
Political dissidents in Sanarsquoa Yemen demanding the resignation of the president
Protests in Duma Syria
The Arab Spring
6
IP Engage for Change 2014
Think of a projectperiod outside or at
work where you were immersed 100
committed and inspired to make
something a success
What was it that you did and what did it
feel like
What were the factors and conditions
that enabled you to really commit
Q) WHAT BRINGS OUT THE BEST IN YOU
7
Which workers are most engaged and
productive
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Those on a mission ndash whatrsquos your compelling purpose
IP Engage for Change 2014
9
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
How would you recognise an engaged
persongroup
10
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement11
What do engaged people do
Enjoy their work whatever they do
Innovate amp disrupt status quo
Risk speaking upwards to challenge and innovate
Make it safe for people to challenge up
Self organise ndash less need for costly supervision
Take responsibility
Collaborate within amp beyond their lsquoborderrsquo
Resolve difficulties locally
Awareness of personal limits
Are generous with time and skills
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Generalists solve complex problems
12
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Mercenaries
3Disconnected
20
Hostages
28Fence-sitters
16
Apostles
33
Business case ndash UK 25000 workers YouGovEfC
13
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Engaging people in real work drives engagement
CBI engaged employees take 29 sick daysdisengaged 619 days
Towers Perrin operating margins 3x higher in engaged workforces
MampS stores with improving engagement delivered pound62m more sales
Kenexa In the US companies with engaged staff have highest customer sat
BAE engaged staff reduced plane construction time 25
BAE same staff found pound26m in savings in two sites
Gallup disengaged organizations have 62 more accidents
Gallup engaged staff say that work brings their creative ideas ndash 59 vs 3
Aon Hewitt engaged organizations give 22 higher returns to shareholders
Total UK double digit poundms in efficiency savings + new revenue lines
(Engage for Change data)
Kenexa ndash increased engagement could add pound26B to UK GDP
(Engage for Success data)14
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 15
1 Decision
making
pattern
2 Leadersrsquo
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement17
What is decisiondecision making
Re-affirmation of intent
A change to previous intent
An invisible cognitive process
involving one person
A visible social process
involving many
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Tellingthe many what has been decided by the few
OUTCOMEHooligans orspectators
Sellingto the many what has been decided by the few
OUTCOMECompliant collaborators
InclusionDriving accountability down by implicating people as individuals in execution
OUTCOMEWilling collaborators
Co-creationJudging who will add value if included in front end decision forming for change amp strategy
OUTCOMEPersonally committed reformers
My decision making pattern ndash GOD or GUIDE
18
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Choices of approach open to leaders
ldquoThere is a 5th way -
they decide but donrsquot
even bother telling usrdquo
19
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
20
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision a sharedstory
Consider who needs engaged in execution
How to engage amp communicate- method- style
Learning fromlistening observing
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
21
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
Think of a projectperiod outside or at
work where you were immersed 100
committed and inspired to make
something a success
What was it that you did and what did it
feel like
What were the factors and conditions
that enabled you to really commit
Q) WHAT BRINGS OUT THE BEST IN YOU
7
Which workers are most engaged and
productive
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Those on a mission ndash whatrsquos your compelling purpose
IP Engage for Change 2014
9
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
How would you recognise an engaged
persongroup
10
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement11
What do engaged people do
Enjoy their work whatever they do
Innovate amp disrupt status quo
Risk speaking upwards to challenge and innovate
Make it safe for people to challenge up
Self organise ndash less need for costly supervision
Take responsibility
Collaborate within amp beyond their lsquoborderrsquo
Resolve difficulties locally
Awareness of personal limits
Are generous with time and skills
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Generalists solve complex problems
12
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Mercenaries
3Disconnected
20
Hostages
28Fence-sitters
16
Apostles
33
Business case ndash UK 25000 workers YouGovEfC
13
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Engaging people in real work drives engagement
CBI engaged employees take 29 sick daysdisengaged 619 days
Towers Perrin operating margins 3x higher in engaged workforces
MampS stores with improving engagement delivered pound62m more sales
Kenexa In the US companies with engaged staff have highest customer sat
BAE engaged staff reduced plane construction time 25
BAE same staff found pound26m in savings in two sites
Gallup disengaged organizations have 62 more accidents
Gallup engaged staff say that work brings their creative ideas ndash 59 vs 3
Aon Hewitt engaged organizations give 22 higher returns to shareholders
Total UK double digit poundms in efficiency savings + new revenue lines
(Engage for Change data)
Kenexa ndash increased engagement could add pound26B to UK GDP
(Engage for Success data)14
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 15
1 Decision
making
pattern
2 Leadersrsquo
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement17
What is decisiondecision making
Re-affirmation of intent
A change to previous intent
An invisible cognitive process
involving one person
A visible social process
involving many
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Tellingthe many what has been decided by the few
OUTCOMEHooligans orspectators
Sellingto the many what has been decided by the few
OUTCOMECompliant collaborators
InclusionDriving accountability down by implicating people as individuals in execution
OUTCOMEWilling collaborators
Co-creationJudging who will add value if included in front end decision forming for change amp strategy
OUTCOMEPersonally committed reformers
My decision making pattern ndash GOD or GUIDE
18
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Choices of approach open to leaders
ldquoThere is a 5th way -
they decide but donrsquot
even bother telling usrdquo
19
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
20
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision a sharedstory
Consider who needs engaged in execution
How to engage amp communicate- method- style
Learning fromlistening observing
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
21
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
Which workers are most engaged and
productive
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Those on a mission ndash whatrsquos your compelling purpose
IP Engage for Change 2014
9
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
How would you recognise an engaged
persongroup
10
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement11
What do engaged people do
Enjoy their work whatever they do
Innovate amp disrupt status quo
Risk speaking upwards to challenge and innovate
Make it safe for people to challenge up
Self organise ndash less need for costly supervision
Take responsibility
Collaborate within amp beyond their lsquoborderrsquo
Resolve difficulties locally
Awareness of personal limits
Are generous with time and skills
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Generalists solve complex problems
12
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Mercenaries
3Disconnected
20
Hostages
28Fence-sitters
16
Apostles
33
Business case ndash UK 25000 workers YouGovEfC
13
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Engaging people in real work drives engagement
CBI engaged employees take 29 sick daysdisengaged 619 days
Towers Perrin operating margins 3x higher in engaged workforces
MampS stores with improving engagement delivered pound62m more sales
Kenexa In the US companies with engaged staff have highest customer sat
BAE engaged staff reduced plane construction time 25
BAE same staff found pound26m in savings in two sites
Gallup disengaged organizations have 62 more accidents
Gallup engaged staff say that work brings their creative ideas ndash 59 vs 3
Aon Hewitt engaged organizations give 22 higher returns to shareholders
Total UK double digit poundms in efficiency savings + new revenue lines
(Engage for Change data)
Kenexa ndash increased engagement could add pound26B to UK GDP
(Engage for Success data)14
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 15
1 Decision
making
pattern
2 Leadersrsquo
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement17
What is decisiondecision making
Re-affirmation of intent
A change to previous intent
An invisible cognitive process
involving one person
A visible social process
involving many
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Tellingthe many what has been decided by the few
OUTCOMEHooligans orspectators
Sellingto the many what has been decided by the few
OUTCOMECompliant collaborators
InclusionDriving accountability down by implicating people as individuals in execution
OUTCOMEWilling collaborators
Co-creationJudging who will add value if included in front end decision forming for change amp strategy
OUTCOMEPersonally committed reformers
My decision making pattern ndash GOD or GUIDE
18
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Choices of approach open to leaders
ldquoThere is a 5th way -
they decide but donrsquot
even bother telling usrdquo
19
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
20
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision a sharedstory
Consider who needs engaged in execution
How to engage amp communicate- method- style
Learning fromlistening observing
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
21
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Those on a mission ndash whatrsquos your compelling purpose
IP Engage for Change 2014
9
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
How would you recognise an engaged
persongroup
10
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement11
What do engaged people do
Enjoy their work whatever they do
Innovate amp disrupt status quo
Risk speaking upwards to challenge and innovate
Make it safe for people to challenge up
Self organise ndash less need for costly supervision
Take responsibility
Collaborate within amp beyond their lsquoborderrsquo
Resolve difficulties locally
Awareness of personal limits
Are generous with time and skills
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Generalists solve complex problems
12
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Mercenaries
3Disconnected
20
Hostages
28Fence-sitters
16
Apostles
33
Business case ndash UK 25000 workers YouGovEfC
13
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Engaging people in real work drives engagement
CBI engaged employees take 29 sick daysdisengaged 619 days
Towers Perrin operating margins 3x higher in engaged workforces
MampS stores with improving engagement delivered pound62m more sales
Kenexa In the US companies with engaged staff have highest customer sat
BAE engaged staff reduced plane construction time 25
BAE same staff found pound26m in savings in two sites
Gallup disengaged organizations have 62 more accidents
Gallup engaged staff say that work brings their creative ideas ndash 59 vs 3
Aon Hewitt engaged organizations give 22 higher returns to shareholders
Total UK double digit poundms in efficiency savings + new revenue lines
(Engage for Change data)
Kenexa ndash increased engagement could add pound26B to UK GDP
(Engage for Success data)14
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 15
1 Decision
making
pattern
2 Leadersrsquo
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement17
What is decisiondecision making
Re-affirmation of intent
A change to previous intent
An invisible cognitive process
involving one person
A visible social process
involving many
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Tellingthe many what has been decided by the few
OUTCOMEHooligans orspectators
Sellingto the many what has been decided by the few
OUTCOMECompliant collaborators
InclusionDriving accountability down by implicating people as individuals in execution
OUTCOMEWilling collaborators
Co-creationJudging who will add value if included in front end decision forming for change amp strategy
OUTCOMEPersonally committed reformers
My decision making pattern ndash GOD or GUIDE
18
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Choices of approach open to leaders
ldquoThere is a 5th way -
they decide but donrsquot
even bother telling usrdquo
19
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
20
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision a sharedstory
Consider who needs engaged in execution
How to engage amp communicate- method- style
Learning fromlistening observing
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
21
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
How would you recognise an engaged
persongroup
10
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement11
What do engaged people do
Enjoy their work whatever they do
Innovate amp disrupt status quo
Risk speaking upwards to challenge and innovate
Make it safe for people to challenge up
Self organise ndash less need for costly supervision
Take responsibility
Collaborate within amp beyond their lsquoborderrsquo
Resolve difficulties locally
Awareness of personal limits
Are generous with time and skills
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Generalists solve complex problems
12
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Mercenaries
3Disconnected
20
Hostages
28Fence-sitters
16
Apostles
33
Business case ndash UK 25000 workers YouGovEfC
13
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Engaging people in real work drives engagement
CBI engaged employees take 29 sick daysdisengaged 619 days
Towers Perrin operating margins 3x higher in engaged workforces
MampS stores with improving engagement delivered pound62m more sales
Kenexa In the US companies with engaged staff have highest customer sat
BAE engaged staff reduced plane construction time 25
BAE same staff found pound26m in savings in two sites
Gallup disengaged organizations have 62 more accidents
Gallup engaged staff say that work brings their creative ideas ndash 59 vs 3
Aon Hewitt engaged organizations give 22 higher returns to shareholders
Total UK double digit poundms in efficiency savings + new revenue lines
(Engage for Change data)
Kenexa ndash increased engagement could add pound26B to UK GDP
(Engage for Success data)14
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 15
1 Decision
making
pattern
2 Leadersrsquo
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement17
What is decisiondecision making
Re-affirmation of intent
A change to previous intent
An invisible cognitive process
involving one person
A visible social process
involving many
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Tellingthe many what has been decided by the few
OUTCOMEHooligans orspectators
Sellingto the many what has been decided by the few
OUTCOMECompliant collaborators
InclusionDriving accountability down by implicating people as individuals in execution
OUTCOMEWilling collaborators
Co-creationJudging who will add value if included in front end decision forming for change amp strategy
OUTCOMEPersonally committed reformers
My decision making pattern ndash GOD or GUIDE
18
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Choices of approach open to leaders
ldquoThere is a 5th way -
they decide but donrsquot
even bother telling usrdquo
19
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
20
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision a sharedstory
Consider who needs engaged in execution
How to engage amp communicate- method- style
Learning fromlistening observing
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
21
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement11
What do engaged people do
Enjoy their work whatever they do
Innovate amp disrupt status quo
Risk speaking upwards to challenge and innovate
Make it safe for people to challenge up
Self organise ndash less need for costly supervision
Take responsibility
Collaborate within amp beyond their lsquoborderrsquo
Resolve difficulties locally
Awareness of personal limits
Are generous with time and skills
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Generalists solve complex problems
12
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Mercenaries
3Disconnected
20
Hostages
28Fence-sitters
16
Apostles
33
Business case ndash UK 25000 workers YouGovEfC
13
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Engaging people in real work drives engagement
CBI engaged employees take 29 sick daysdisengaged 619 days
Towers Perrin operating margins 3x higher in engaged workforces
MampS stores with improving engagement delivered pound62m more sales
Kenexa In the US companies with engaged staff have highest customer sat
BAE engaged staff reduced plane construction time 25
BAE same staff found pound26m in savings in two sites
Gallup disengaged organizations have 62 more accidents
Gallup engaged staff say that work brings their creative ideas ndash 59 vs 3
Aon Hewitt engaged organizations give 22 higher returns to shareholders
Total UK double digit poundms in efficiency savings + new revenue lines
(Engage for Change data)
Kenexa ndash increased engagement could add pound26B to UK GDP
(Engage for Success data)14
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 15
1 Decision
making
pattern
2 Leadersrsquo
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement17
What is decisiondecision making
Re-affirmation of intent
A change to previous intent
An invisible cognitive process
involving one person
A visible social process
involving many
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Tellingthe many what has been decided by the few
OUTCOMEHooligans orspectators
Sellingto the many what has been decided by the few
OUTCOMECompliant collaborators
InclusionDriving accountability down by implicating people as individuals in execution
OUTCOMEWilling collaborators
Co-creationJudging who will add value if included in front end decision forming for change amp strategy
OUTCOMEPersonally committed reformers
My decision making pattern ndash GOD or GUIDE
18
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Choices of approach open to leaders
ldquoThere is a 5th way -
they decide but donrsquot
even bother telling usrdquo
19
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
20
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision a sharedstory
Consider who needs engaged in execution
How to engage amp communicate- method- style
Learning fromlistening observing
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
21
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Generalists solve complex problems
12
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Mercenaries
3Disconnected
20
Hostages
28Fence-sitters
16
Apostles
33
Business case ndash UK 25000 workers YouGovEfC
13
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Engaging people in real work drives engagement
CBI engaged employees take 29 sick daysdisengaged 619 days
Towers Perrin operating margins 3x higher in engaged workforces
MampS stores with improving engagement delivered pound62m more sales
Kenexa In the US companies with engaged staff have highest customer sat
BAE engaged staff reduced plane construction time 25
BAE same staff found pound26m in savings in two sites
Gallup disengaged organizations have 62 more accidents
Gallup engaged staff say that work brings their creative ideas ndash 59 vs 3
Aon Hewitt engaged organizations give 22 higher returns to shareholders
Total UK double digit poundms in efficiency savings + new revenue lines
(Engage for Change data)
Kenexa ndash increased engagement could add pound26B to UK GDP
(Engage for Success data)14
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 15
1 Decision
making
pattern
2 Leadersrsquo
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement17
What is decisiondecision making
Re-affirmation of intent
A change to previous intent
An invisible cognitive process
involving one person
A visible social process
involving many
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Tellingthe many what has been decided by the few
OUTCOMEHooligans orspectators
Sellingto the many what has been decided by the few
OUTCOMECompliant collaborators
InclusionDriving accountability down by implicating people as individuals in execution
OUTCOMEWilling collaborators
Co-creationJudging who will add value if included in front end decision forming for change amp strategy
OUTCOMEPersonally committed reformers
My decision making pattern ndash GOD or GUIDE
18
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Choices of approach open to leaders
ldquoThere is a 5th way -
they decide but donrsquot
even bother telling usrdquo
19
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
20
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision a sharedstory
Consider who needs engaged in execution
How to engage amp communicate- method- style
Learning fromlistening observing
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
21
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Mercenaries
3Disconnected
20
Hostages
28Fence-sitters
16
Apostles
33
Business case ndash UK 25000 workers YouGovEfC
13
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Engaging people in real work drives engagement
CBI engaged employees take 29 sick daysdisengaged 619 days
Towers Perrin operating margins 3x higher in engaged workforces
MampS stores with improving engagement delivered pound62m more sales
Kenexa In the US companies with engaged staff have highest customer sat
BAE engaged staff reduced plane construction time 25
BAE same staff found pound26m in savings in two sites
Gallup disengaged organizations have 62 more accidents
Gallup engaged staff say that work brings their creative ideas ndash 59 vs 3
Aon Hewitt engaged organizations give 22 higher returns to shareholders
Total UK double digit poundms in efficiency savings + new revenue lines
(Engage for Change data)
Kenexa ndash increased engagement could add pound26B to UK GDP
(Engage for Success data)14
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 15
1 Decision
making
pattern
2 Leadersrsquo
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement17
What is decisiondecision making
Re-affirmation of intent
A change to previous intent
An invisible cognitive process
involving one person
A visible social process
involving many
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Tellingthe many what has been decided by the few
OUTCOMEHooligans orspectators
Sellingto the many what has been decided by the few
OUTCOMECompliant collaborators
InclusionDriving accountability down by implicating people as individuals in execution
OUTCOMEWilling collaborators
Co-creationJudging who will add value if included in front end decision forming for change amp strategy
OUTCOMEPersonally committed reformers
My decision making pattern ndash GOD or GUIDE
18
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Choices of approach open to leaders
ldquoThere is a 5th way -
they decide but donrsquot
even bother telling usrdquo
19
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
20
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision a sharedstory
Consider who needs engaged in execution
How to engage amp communicate- method- style
Learning fromlistening observing
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
21
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Engaging people in real work drives engagement
CBI engaged employees take 29 sick daysdisengaged 619 days
Towers Perrin operating margins 3x higher in engaged workforces
MampS stores with improving engagement delivered pound62m more sales
Kenexa In the US companies with engaged staff have highest customer sat
BAE engaged staff reduced plane construction time 25
BAE same staff found pound26m in savings in two sites
Gallup disengaged organizations have 62 more accidents
Gallup engaged staff say that work brings their creative ideas ndash 59 vs 3
Aon Hewitt engaged organizations give 22 higher returns to shareholders
Total UK double digit poundms in efficiency savings + new revenue lines
(Engage for Change data)
Kenexa ndash increased engagement could add pound26B to UK GDP
(Engage for Success data)14
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 15
1 Decision
making
pattern
2 Leadersrsquo
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement17
What is decisiondecision making
Re-affirmation of intent
A change to previous intent
An invisible cognitive process
involving one person
A visible social process
involving many
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Tellingthe many what has been decided by the few
OUTCOMEHooligans orspectators
Sellingto the many what has been decided by the few
OUTCOMECompliant collaborators
InclusionDriving accountability down by implicating people as individuals in execution
OUTCOMEWilling collaborators
Co-creationJudging who will add value if included in front end decision forming for change amp strategy
OUTCOMEPersonally committed reformers
My decision making pattern ndash GOD or GUIDE
18
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Choices of approach open to leaders
ldquoThere is a 5th way -
they decide but donrsquot
even bother telling usrdquo
19
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
20
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision a sharedstory
Consider who needs engaged in execution
How to engage amp communicate- method- style
Learning fromlistening observing
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
21
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 15
1 Decision
making
pattern
2 Leadersrsquo
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement17
What is decisiondecision making
Re-affirmation of intent
A change to previous intent
An invisible cognitive process
involving one person
A visible social process
involving many
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Tellingthe many what has been decided by the few
OUTCOMEHooligans orspectators
Sellingto the many what has been decided by the few
OUTCOMECompliant collaborators
InclusionDriving accountability down by implicating people as individuals in execution
OUTCOMEWilling collaborators
Co-creationJudging who will add value if included in front end decision forming for change amp strategy
OUTCOMEPersonally committed reformers
My decision making pattern ndash GOD or GUIDE
18
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Choices of approach open to leaders
ldquoThere is a 5th way -
they decide but donrsquot
even bother telling usrdquo
19
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
20
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision a sharedstory
Consider who needs engaged in execution
How to engage amp communicate- method- style
Learning fromlistening observing
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
21
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement17
What is decisiondecision making
Re-affirmation of intent
A change to previous intent
An invisible cognitive process
involving one person
A visible social process
involving many
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Tellingthe many what has been decided by the few
OUTCOMEHooligans orspectators
Sellingto the many what has been decided by the few
OUTCOMECompliant collaborators
InclusionDriving accountability down by implicating people as individuals in execution
OUTCOMEWilling collaborators
Co-creationJudging who will add value if included in front end decision forming for change amp strategy
OUTCOMEPersonally committed reformers
My decision making pattern ndash GOD or GUIDE
18
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Choices of approach open to leaders
ldquoThere is a 5th way -
they decide but donrsquot
even bother telling usrdquo
19
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
20
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision a sharedstory
Consider who needs engaged in execution
How to engage amp communicate- method- style
Learning fromlistening observing
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
21
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement17
What is decisiondecision making
Re-affirmation of intent
A change to previous intent
An invisible cognitive process
involving one person
A visible social process
involving many
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Tellingthe many what has been decided by the few
OUTCOMEHooligans orspectators
Sellingto the many what has been decided by the few
OUTCOMECompliant collaborators
InclusionDriving accountability down by implicating people as individuals in execution
OUTCOMEWilling collaborators
Co-creationJudging who will add value if included in front end decision forming for change amp strategy
OUTCOMEPersonally committed reformers
My decision making pattern ndash GOD or GUIDE
18
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Choices of approach open to leaders
ldquoThere is a 5th way -
they decide but donrsquot
even bother telling usrdquo
19
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
20
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision a sharedstory
Consider who needs engaged in execution
How to engage amp communicate- method- style
Learning fromlistening observing
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
21
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Tellingthe many what has been decided by the few
OUTCOMEHooligans orspectators
Sellingto the many what has been decided by the few
OUTCOMECompliant collaborators
InclusionDriving accountability down by implicating people as individuals in execution
OUTCOMEWilling collaborators
Co-creationJudging who will add value if included in front end decision forming for change amp strategy
OUTCOMEPersonally committed reformers
My decision making pattern ndash GOD or GUIDE
18
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Choices of approach open to leaders
ldquoThere is a 5th way -
they decide but donrsquot
even bother telling usrdquo
19
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
20
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision a sharedstory
Consider who needs engaged in execution
How to engage amp communicate- method- style
Learning fromlistening observing
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
21
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Choices of approach open to leaders
ldquoThere is a 5th way -
they decide but donrsquot
even bother telling usrdquo
19
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
20
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision a sharedstory
Consider who needs engaged in execution
How to engage amp communicate- method- style
Learning fromlistening observing
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
21
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
20
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision a sharedstory
Consider who needs engaged in execution
How to engage amp communicate- method- style
Learning fromlistening observing
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
21
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Consider who will add value if engaged upfront
Negotiate authenticagreement about decision a sharedstory
Consider who needs engaged in execution
How to engage amp communicate- method- style
Learning fromlistening observing
Decision pattern
1 2
3
4
5
My decision making pattern
IP Engage for Change 2014
21
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement22
Benefits of engaging in decision making upfront
Better decisions
Faster execution throughwith people
More head space for you
More trust for them
Happier team
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
23
Three influences that shape my decision making pattern
1Role models I have learnt from
2Regional cultural differences
3Organisational cultures
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 24
1 Role models I have learnt from
Jim Schiro
Patrick OrsquoSullivan
Lloyd Blankfein
Willie Walsh
Armand Hammer
John Wren
Wally Olins
Bob Charlton
Ted Burke
Didier Harel
Val Gooding
Colette Dorward
Valerie ScoularIP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 25
Role models who you have learnt fromhellip
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
Sydney
26
2 Cultural influences on my decision making pattern
IP Engage for Change 2014
26
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
3 Organizational culture influences on my decision
making
27
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 28
1 My
decision
making
pattern
2 My
presence
Two key ingredients of effective engagement for leaders
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 29
The minutiae of my personal presence
Manner amp manners
Tone
Generosity
Mood amp mood creep
Repetitive interactive performance styles
ldquoyour legacy
precedes yourdquo
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
EXPERT TEACHER
EVANGELIST
ONE OF THE
GANG
MAVERICK
CONFIDANT
expansive
movement engaging
everyone eye contact
reflecting
audience
outside the circle
re-assuring
positive
humour
mirrors jargon of audience
street humour
precise repetitive
checking
stories fables
challenger
secretive soothing low
key
authority expert
focus on transfer of
knowledge
upbeat excited
sound bites passion
loud
high energy
irreverence
conspiring low-key
personal
cocky irreverent
confessional neutral
reflecting audience
TONE BODY LANGUAGELANGUAGESTYLE
Our engagement styles help or hinder engagement
30
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
ARBITER
TEASE
FLIRT
LOBBYISTS
even firm
unexcitable measured
coquettish
two handed
embracing hand
movements
pressing firm
melodious
flattering
personal
humourous
simple
expert words
jargon confidential
self confident
attention keeping
BULLY direct clipped emphatic
light
Our engagement styles help or hinder engagement
SNIPER gotcha smug still until the ambush
31
STYLE
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgementcopy John Smythe 2013
TONE BODY LANGUAGELANGUAGE
VISIONARY
TEAM COACH
REPORTER
AUTOCRAT
conviction
friendly but slightly
distant confident
credibility without
ownership of the
issues
aloof dismissive
sweeping
openness
embracing
statuesque
slow motion
rigid standing
presidential
accessible
collaborative
story telling
clipped
no humour
value-laden
well-chosen
well-versed
imagery
metaphor
straightforward
unambiguous
factual
STYLE
Our engagement styles help or hinder engagement
32
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement 33
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
And finally
Sir Wim Bischoff (chair Lloyds Banking Group) as a senior
sponsor of Engage for Success
ldquoemployee engagement will
become be one of the key health
factors to be considered by
shareholdersrdquo ndash the velvet
revolution at work is becoming
main stream
34
IP Engage for Change 2014
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
copy Engage for Change 2013 This is the IP of Engage for Change
and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2014
35
1
35
johnsmytheengageforchangecom
wwwengageforchangecom
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