1. Benefits:
   1. Higher productivity
   2. Better teamwork
   3. Increased comfort and confidence leading
   4. Improved impact and leadership presence
   5. Increase morale and decrease turnover
   6. Development of internal talent to assume greater responsibility and make continuous improvements
   7. Ability to spend time on fewer hassles and fires, and focus on more strategic issues
2. Situations/Presenting Problems:
   1. Client believes that he or she is not getting enough productivity or engagement from his employees.
   2. Client gets negative feedback from employees.
   3. Client might come from a technical background and have little previous experience or development in authentically engaging and mobilizing employees.
   4. Performance in a unit shows low productivity, low morale, and/or higher-than-average turnover.
   5. The client is having issues recruiting, retaining, and developing top talent.
3. Framework & Rationale
   1. Behavioral coaching
      1. By changing a single behavior or developing a single new skill/competency, the leader can have an improved impact and stronger working relationships with direct reports.
   2. Perceptual coaching
      1. By reframing a limiting perception, the client can develop entire new ways of relating to and thus engaging and mobilizing employees.
   3. Influence others
      1. Engaging and mobilizing employees depends on one's ability to influence people in a way that balances ego, relationships, and outcomes.
   4. Create a high-performance culture
      1. An engaged and mobilized workforce is essential to creating a high-performance culture, and a high-performance culture tends to attract and retain highly engaged talent.
   5. Succession planning
      1. Succession planning includes a range of tactics to build the organization for the future, and engaging and mobilizing employees is a key element. Also, this framework goes into more depth about developing employees for the future.
   6. Communicate simply and powerfully
      1. This framework goes beyond giving presentations to leadership presence and the messages the leader conveys in each and every interaction. By authentically being the message, the leader is more likely to engage and mobilize employees.
   7. Build high-performing teams
      1. This framework provides a related perspective on what it takes to build a great team.
   8. Leadership Dashboard
      1. This is a great tool to make sure everyone is aligned, focused, and accountable.
   9. The attitudes of the leader
      1. Certain specific attitudes naturally lead to effective communication, behaviors, and ways to build strong relationships with employees while also getting results.
   10. Manage or lead up
       1. If there are relationship issues with employees, there could also be relationship issues with one's manager.
   11. Powerbase Coaching
       1. If there are relationship issues with employees, there could also be relationship issues with others in the client's powerbase.
   12. Lead significant change
       1. It is harder to engage and mobilize employees during volatile and uncertain times.
4. TOC
5. General Inquiry
   1. Start the process with some general questions to more fully understand the situation.
   2. What is your "Point B"? What would it look like if you were more satisfied with how your team is engaged?
   3. What are specific situations that work well?
   4. What are specific situations that frustrate you?
   5. Which specific employees are ones where you know you need to focus?
   6. Which specific employees are ones where engagement is in place, and why?
   7. How long has the issue of engaging and mobilizing employees been a source of concern for you?
   8. What specific event, if any, has got you more focused on this issue?
   9. What have you tried to improve employee engagement?
   10. What has worked, and why?
   11. What talents do you have that you can bring to bear on better engaging and mobilizing employees?
   12. What other ideas do you have to address how you engage and mobilize employees?
6. 5 questions on Disengagement
   1. Ask anonymously
   2. How willing are you to refer the organization you work for?
   3. How inspired are you to go the extra mile for them?
   4. How great is the pride you feel about working for?
   5. Do you have a sense of “future” with your company?
   6. How long do you intend to stay?
7. Earn the Right to Lead
   1. You can't engage and mobilize employees if you aren't seen as a leader. How would your employees answer these questions about you?
   2. Strongly Disagree Disagree Neutral Agree Strongly Agree
   3. I am competent
   4. I am credible
   5. I demonstrate personal commitment
   6. I have character and integrity
   7. I am resilient
   8. I serve
   9. I care about my employees
   10. I am committed to my employees' success
   11. I admit mistakes
   12. I lead by going first and setting the example
   13. I seek respect even if I am not always popular
   14. My words and deeds match
8. Employee List
   1. You can't manage a "them." List each employee, ranking them by performance. Use the guide on the right to fill in the "percentile" and "growth potential" columns.
9. Know Your Employees
   1. For each employee, describe as much as you can about him or her.
10. Develop Messages that Engage and Mobilize
    1. For each employee, come up with the messages that they need to hear from you to feel engaged and mobilized.
    2. Employee
       1. Key Messages
11. Set Clear Expectations
    1. Employee
    2. By when you will give feedback
    3. What you expect from him/her
    4. What she/he is doing well
    5. How he/she is not meeting expectations*
    6. What you want them to do differently and by when*
    7. What happens if he/she does*
    8. What happens if he/she doesn't*
    9. What support does he/she need from you?*
12. Tell Stories that Engage, Inspire, and Teach
    1. Possible Ideas
13. Customize Your Leadership to the Individual
    1. Employee Name
    2. Best leadership style now
       1. AFFILIATIVE
       2. COACHING
       3. COMMANDING
       4. DEMOCRATIC
       5. PACESETTING
       6. VISIONARY
    3. Rationale
14. Recognize and Acknowledge
    1. Consider The 5 Love Languages for reference
    2. Employee
    3. Preferred form of acknowledgement
    4. What I will tell him or her
    5. How I will recognize and/or acknowledge him or her
    6. By when
15. Reward Systems
    1. How are the organization's rewards systems aligned, or not, with engaging and mobilizing employees?
16. Develop Employees for the Future
    1. Goals
    2. Results, performance, and achievements
    3. Initiatives started/completed
    4. Attitudes/behaviors demonstrated
    5. Skills learned
    6. Knowledge gained
    7. What the employee will do to achieve above
    8. New assignments and challenges
    9. Meet key people, develop mentors, form new relationships
    10. Get feedback and advice
    11. Attend formal training programs/conferences
    12. Join new organizations/networks
    13. Read and conduct self-study
    14. Coaching
    15. Other