Dale Carnegie Training®

Employee Engagement: Performance

Watson Wyatt:
companies with engaged employees outperform
others by 47% to 202%
Leadership Training
for Managers

© 2018 Dale Carnegie Training® © 2018 Dale Carnegie Training®

Employee Engagement:
Employee Engagement: Turnover
Commitment

Gallop:
Engaged employees are 87% less likely
to leave

HIGHLY ENGAGED EMPLOYEES ARE

480% 480% MORE COMMITTED TO HELPING
THEIR COMPANY SUCCEED. (Temkin Group)

© 2018 Dale Carnegie Training® © 2018 Dale Carnegie Training®

Leadership Training for Managers 1

Dale Carnegie Training®

Unfortunately . . . The Indonesia study showed . . .

% ARE % OF THE
19 DISENGAGED 29 WORKFORCE IS
ENGAGED

DCT & MSW)

ARE
%
Source: Result of 2013 US nationwide study done by
52 PARTIALLY
ENGAGED
© 2018 Dale Carnegie Training® Dale Carnegie Training and MSW Research. © 2018 Dale Carnegie Training®

Employee Engagement The 3 Key Engagement Drivers

Satisfaction
with
Immediate
Manager

Employee
Engagement
Aligned
Values

Transparent
Communi-
cation

Source: Result of 2014 INDONESIA nationwide

© 2018 Dale Carnegie Training® © 2018 Dale Carnegie Training® study by Dale Carnegie Training Indonesia

Leadership Training for Managers 2

Dale Carnegie Training®

Value of Manager Peter Drucker

“Time is the scarcest

resource of managers.

80% 100%
If it is not managed,
nothing else
can be managed.”

of those who were dissatisfied with their

immediate manager were disengaged

Source: 2012 US nationwide study done by Source: Dale Carnegie Training Indonesia 2014
MSW Research for Dale Carnegie Training. Survey in 6 Cities
(November 19, 1909–November 11, 2005) was a writer,
management consultant and university professor. His writing
focused on management-related literature.
© 2018 Dale Carnegie Training® © 2018 Dale Carnegie Training®

Do you know that . . . George Land’s Creativity Test

• Age 5 and • amongst 5 year olds: 98%

younger : 90% originality • amongst 10 year olds: 30%
• Age 7 : 20% originality • amongst 15 year olds: 12%
• Adults : 2% originality • Same test given to 280,000 adults: 2%

George Land is an author, speaker, consultant, and general systems scientist. In 1965 he
founded a research and consulting institute to study the enhancement of creative
performance.This research ultimately led to the formulation of Transformation Theory-a
theory of natural processes that integrates principles of creativity, growth, and change.
From these principles Dr. Land developed unique strategic thinking and innovation
processes for organizations. He invented the first computer-interactive approaches to
group innovation, decision-making and strategic thinking. His exceptional processes are
now licensed by over 400 major corporations worldwide. Dr. Land has also taught
interdisciplinary science and creative/innovative process to the faculties of some three
dozen universities.

© 2018 Dale Carnegie Training® © 2018 Dale Carnegie Training®

Leadership Training for Managers 3

Dale Carnegie Training®

Peter F. Drucker

“Innovation is not being

brilliant, its being The true measure of the
conscientious. It’s not value of any business
looking at needs alone, leader and manager is
but looking at need and performance.
opportunity.”
Sumber: www.forbes.com; wawancara dengan Brian Tracy mengenai buku
terbarunya Full Engagement! Inspire, Motivate, and Bring Out the Best
in Your People
(November 19, 1909–November 11, 2005) was a writer,
management consultant and university professor. His writing focused
on management-related literature.

© 2018 Dale Carnegie Training® © 2018 Dale Carnegie Training®

“People do
what you
inspect,
not what you
expect”

© 2018 Dale Carnegie Training® © 2018 Dale Carnegie Training®

Leadership Training for Managers 4

Dale Carnegie Training®

Jack Welch on Leadership Four Generations in the Workplace

“Think of yourself as a
gardener, a watering can Veterans Boomers
in one hand and fertilizer 1925–1944 1945–1964
in the other.”
--Jack Welch, former CEO General
Electric Co.

Gen X Gen Y
1965–1985 1986–2000

© 2018 Dale Carnegie Training® © 2018 Dale Carnegie Training®

Rudeness & Its Noxious Effects Rudeness & Its Noxious Effects
(cont’d)
“Grumpy managers who have a
tendency to lash out are sometimes “The mere thought of being on the
tolerated in businesses if their direct receiving end of verbal abuse hurts
reports are thick-skinned types who people’s ability to perform complex
don’t complain about anything. tasks requiring creativity, flexibility,
But beware of more distant effects: and memory recall.
It’s likely that other employees are Verbal abuse affects more than just
harmed by these incidents, even if those who experience it directly, it
they only hear about them apparently ‘can harm innocent
secondhand.” bystanders’.”

Source: Research by Christine Porath (University of Southern California’s Marshall School of Business) & Amir Erez Source: Research by Christine Porath (University of Southern California’s Marshall School of Business) & Amir Erez
(Warrington College of Business Administration at University of Florida). Published in Academy of Management Journal, (Warrington College of Business Administration at University of Florida). Published in Academy of Management Journal,
quoted in Harvard Business Review, March 2008 quoted in Harvard Business Review, March 2008
© 2018 Dale Carnegie Training® © 2018 Dale Carnegie Training®

Leadership Training for Managers 5

Dale Carnegie Training®

Verbal Abuse
• Mr Gates is portrayed
as a workaholic who
pushed one colleague
to put in 81 hours in
four days then laughed When You Criticize Someone, You
at his request for days Make It Harder for that Person to
off. Change
Daniel Goleman | Harvard Business Review
December 19, 2013

http://www.dailymail.co.uk/news/article-1371608/Bill-Gates-tried-cut-Paul-Allen-Microsoft-fell-ill-
cancer.html#ixzz4PU63PsRa
© 2018 Dale Carnegie Training® © 2018 Dale Carnegie Training®

Methodology

Dale Carnegie 2016 Online, 4,000 4 regions; Full-time All levels,

web-based
Global Leadership survey*
respondents 17 countries employees industries,
company sizes
Study

© 2018 Dale Carnegie Training

Leadership Training for Managers 6

Dale Carnegie Training®

Tradeoff Analysis – Statements

A –Task-oriented Leadership B – Interpersonal-oriented
Attributes Leadership Attributes
Accurately measures Focuses on what I do well
progress/performance
Points out the project's benefits to me
Adheres to schedule/project plans
Allows us save face in difficult situations
Communicates objectively/remains
detached Asks for input vs. just telling me what to
Select among pairs of Plans the team's work effectively
do
Admits own shortfalls before critizing
Demonstrates a high level self-
leadership assurance/self-reliance
others'
Praises me for any performance
characteristics most Recognizes only with tangible rewards improvement
Focuses on getting the job done Gives praise and appreciation
likely to inspire you Makes sure I know how to do the work in Points out mistakes in a tactful/indirect
(tradeoff analysis). advance way
Is satisfied with competence Encourages me to improve

© 2018 Dale Carnegie Training

The Motivational Tradeoff:

Behavior Preferences
Gap Analysis – Indonesia
Impact Your Boss
I am more likely to be motivated to give my best efforts by a Behavior Motivation Demonstrated
leader who… the Most the Behavior
Respects opinion 88% 55%
Worldwide 76% 24% Encourages ideas 86% 54%
Sincere appreciation 84% 36%
Gives me praise and over Focuses on Values contribution 83% 49%
honest appreciation one getting the Admits when wrong 78% 37%
who
for the work I do job done Truly listens 76% 40%
Genuinely interested 47% 30%
Indonesia 57% 43% Sees point of view 41% 29%
Doesn't do all of the talking 40% 27%
Uses Name 39% 40%
Doesn't argue 27% 35%
Does not criticize 19% 23%
© 2018 Dale Carnegie Training © 2018 Dale Carnegie Training

Leadership Training for Managers 7

Dale Carnegie Training®

Millennials Mulai dengan apresiasi yang tulus

“It is always with

the best intentions that
the worst work is done.”
- Oscar Wilde –

Oscar Fingal O'Flahertie Wills Wilde (16 October 1854 – 30 November 1900) was an Irish playwright, novelist, poet, and
author of short stories. Known for his biting wit, he became one of the most successful playwrights of late Victorian London,
and one of the greatest celebrities of his day. Several of his plays continue to be widely performed, especially “The
Importance of Being Earnest”.

© 2018 Dale Carnegie Training® © 2018 Dale Carnegie Training®

Who is the problem?

Caranya . . .
Them or YOU?
1. Mulai dengan “Terima kasih . . .”
“When you have a series of bad
apresiasi tulus “Saya senang karena Anda . . .”
employees, . . . You may be
“lain kali kerjakan ini thinking you have problem
2. Bridge tolong . . .” employees, when the real
“akan lebih baik jika Anda . . .” problem is YOU.”
3. Beri usulan yg “cek ulang semua sebelum
membangun menyerahkannya ke saya.” Gini Graham Scott, Ph.D.

© 2018 Dale Carnegie Training® © 2018 Dale Carnegie Training®

Leadership Training for Managers 8

Dale Carnegie Training®

Ask question vs direct orders Handling Mistakes

“When people make

“No one likes to be told what to
do. If you genuinely say to mistakes, the last thing
someone, ‘you don’t have to do they need is discipline. It’s
that, it’s your choice,’ their time for encouragement
resistance melts away and they and confidence building.
start thinking about their own The job at this point is to
thought processes, instead of restore self-confidence.”
yours.”
--Jack Welch, CEO
Michael V. Pantalon, PhD. General Electric Co.

© 2018 Dale Carnegie Training® © 2018 Dale Carnegie Training®

Why Benefit?

“People will attempt

to change their behavior if
(1) they believe it will be worth it,
and
(2) they can do what is required.”

© 2018 Dale Carnegie Training®

Leadership Training for Managers 9