A manager passes out their team’s engagement results and asks, “So what do you all think?” And then? Crickets. Too often, this is the reality. How can this be avoided?

Gallup calls these state of the team conversations, while others call them action planning or impact planning conversations. But no matter what they’re called, there are specific tactics that managers can execute to make these conversations fruitful. When teams have a productive conversation exploring the sources of engagement and disengagement beneath their survey results, devise a plan to address those, and then, most importantly, actually execute those plans, those teams are taking ownership of their own engagement. Subsequently, their engagement will increase! In this session, participants will learn best practices on how to facilitate such an effective conversation.

Objectives:

• Explore ways teams can discuss what their engagement reality is beneath the survey results without getting bogged down in the paralysis of analysis.
• Understand how to choose a practical business or operational issue on which to focus in a team’s action plan.
• Discover ways to enable a team to quickly identify one Q¹² item most relevant to that chosen issue.
• Learn how to empower a team to devise an action that’s both verifiable and practical.