Highly personalized, longer sessions are available for any of the keynote topics discussed above. These sessions, lasting from 2-6 hours (depending upon your needs) take the discussion and practical application to the next level. Roy uses his proven track-record working with C-level teams and front-line employees, creating highly engaging, challenging and productive workshops.
In the past 5 years, Roy has personally conducted direct front-line training for more than a thousand front-line employees such as:
Each new decade brings a younger generation into the workforce—and statistically, each new generation is less and less engaged. Frankly, we face this engagement reality from the executive level to the customer experience, and it shows on the bottom line. The practice of employee engagement is seldom implemented effectively, resorting to periodic rah-rah motivational bumps or overused incentives no longer able to drive the performance necessary to remain competitive. The methods traditionally used to encourage and motivate an ever-changing workforce are becoming obsolete, and we struggle to understand why.
We need to inspire instead of motivate. We can enable managers to lead by example and free the constraints that keep a workforce stifled, unprepared and fearful to step into their own power. That we can each, as individuals, contribute to the organization's goals by allowing people to come alive and engage with their own ideas, energy and passion. This is an enlivened workforce.
According to a 2012 ManpowerGroup subsidiary Right Management snapshot survey that rates American worker job satisfaction
A Gallup® report claims that 70% of workers are not engaged at work. That is likely the person sitting next to you at the matinee, the barista that just handed you your latte, the medical technician taking your blood pressure. Where are we failing? What are the tools and behaviors that will shake things up and develop a new paradigm we can all understand? What can we do to make workers care?
When we find ways to free the spirit and passion of a worker, we unleash their ability to create and perform in the way they feel most inspired. This is a critical distinction in whether or not workers invest in the organization's success or remain detached, participating with minimal involvement. With freedom comes responsibility—responsibility for actions and results. What would normally seem like chaos can be turned into a burning fire of recommitment, vision and purpose. People want to believe in themselves and their ability to do meaningful work that makes a difference in the organization and with the customer.
Is that you? Is that your workforce?
According to the Aberdeen Group in the 2013 The Power of Employee Recognition study
Measurements are unemotional, some would say inarguable. They are the cornerstone of how an organization evaluates itself, creates new strategies for improvement and is able to compete in a more commonly turbulent marketplace. However, measuring becomes a bigger challenge when we dance with the qualitative data that is the worker—the human being. Suddenly we have to factor subjective influences and behaviors that make black and white data ironically comforting.
Translating and identifying what it is that evokes the level of dedication, engagement and performance from workers is critical to creating a shift in the way people perform and contribute. This is done at the team level and the individual level. Every worker is unique and likely has more to offer the organization—and the customer—than is currently being tapped. Giving a worker permission to demonstrate humanness and acknowledging them for their humanness will jolt the foundation of what we have come to know about measuring performance.
According to the American Management Association
Where are the workers who want more from their work? Why are they hiding and what are they afraid of? Looking bad in front of their peers? Making a mistake? Not conforming to the groupthink? Getting fired? What are they doing right now when they could be contributing to the growth of the organization and improving the lives of countless customers—and other workers?
People are people and we all want to be recognized and a valued part of the community. Yet within that community we are also individuals—singular minds with our own thoughts, desires and beliefs waiting to be heard. Giving permission and setting free workers to use all of their minds and ideas to bring about excellence is a skill worth having. True leaders are out there making a difference by listening and acting on what they hear—the desire of workers to engage and believe in their ability to contribute and be an integral part of the success of their team and their organization.
According to Gallup's "How Full Is Your Bucket? Positive Strategies for Work and Life" by Tom Rath and Donald Clifton
In addition to efforts within your organization to revitalize the commitment of a valued workforce, engaging an in-the-trenches experienced voice can kick off a ripple effect with dramatic results. Inserting an objective viewpoint has the ability to penetrate the most skeptical, biased employee. This is the value of a Roy Barnes Live experience—whether keynote, training or workshop. Roy has the chops to deliver what hits your team in the heart—with logic they can't dispute.
A Roy Barnes Live experience will allow you to deepen your ability to reach and connect with your team to not just inspire them to better performance, but to acknowledge them for their ability to make a real difference. Through story, hard evidence and real engagement, Roy bypasses the cynical and resigned to reintroduce the fire and desire to serve and make a difference for themselves and within the organization.
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