8 Leadership Attributes of a Highly Engaged Workforce [Series]

Eight Foundational Leadership Attributes of Engagement 


The Engagement Attributes of (3) Understanding and Utilization of Continuous Improvement (CI) and (4) Accountability through Action

With an enhanced sense of business acumen, it is only natural for individuals, teams, and organizations to begin to focus their energy and efforts around Continuous Improvement.  Waste elimination is all around us and it can show up in our processes, as well as how we manage our time.

While understanding how to utilize the right tool at the right time is an important component of engagement, our ability to follow-through upon improvement efforts by completing commitments, modeling and reinforcing new behaviors, and measuring impact is just as important for sustainable success.

Showing up and giving our best each and every day requires a level of energy, organization, and engagement that raises the bar for making and transitioning through change.  As a leader, how deliberate are you at driving collective accountability?  How would you rate your ability to follow-up on and owning your commitments?

Join us for our 4 part series as we unveil and unpack each of the 8 leadership attributes. 

Click Here for Part 1

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Make your program succeed with proven strategies to generate momentum and sustain long term change.

If you want to tour a facility to see what the execution of these leadership strategies looks like, and visualize what you can achieve in less than a year:


I just came back from Vacation and Missed the ENTIRETY of Scaramucci's Career

I just came back from Vacation and Missed the ENTIRETY of Scaramucci’s Career

Anthony Scaramucci is out as the White House Communications Director. Scaramucci held the position for a whole 10 days!! So I guess the “Mooch” did NOT see that coming. All this boils down to communication with members of your team, organization, or even friends. Excelling in communication is one of the top consistently rated traits of distinguished leaders. But communication skills are not intuitive or taught in business school. You need to understand the communication style of the different personalities in your teams. Bad communication has ended the career of many CEOs and other public figures….ummm Scaramucci.

Getting to Know Generation Z: the Intrapersonal and Independent Learners [Series]

Getting to Know Generation Z [Series]

PART 1: The Intrapersonal and Independent Learners

Research described in the book, Generation Z Goes to College by Corey Seemiller portrays Generation Z as having a preference for intrapersonal and independent learning over group work, yet they like to do their work alongside others in a social manner when studying.  Translate that from entering college to entering the workforce, and what does that mean for organizations in how they develop and deliver training, build and modify physical workspace, and collaborate across teams? 

  • Develop and Deliver Training:  Growing up in a time where computer technology has influenced individual on-line learning.  Generation Z is no stranger to independent learning platforms that foster intrapersonal learning; learning that is described as introspective and independent where learners are aware of their own thinking and have the ability to analyze the way in which they think and feel.  Translate this into the formal and informal training environment and organization’s will need to incorporate independent thinking activities and self-reflection activities into training curriculum while providing support and training for working and contributing in group settings. 
  • Build and Modify Physical Workspace:  In an effort to manage costs and increase collaboration, many organizations have already shifted to an open work space environment.  Changes in the physical workspace range from no doors and shorter walls to much larger changes such as assigned work areas where you pick your seat based on availability when you arrive at work.  While these changes are met with mixed feelings from the other 3 generations, to Generation Z, this type of office environment is a natural extension of the educational environment that they have been a part of all of their lives. 
  • Collaboration Across Teams:  Delivering timely and quality products and services to customers requires collaboration across teams.  As on a sports team, work environments require cooperation and a group effort to achieve goals.  Generation Z thrives in social settings that are ripe environments for spontaneous cross collaboration and creativity to generate ideas, while independently working on assigned actions.  Through boundary management and expectation setting, both collaboration and independence can both occur. 

We would love to hear from you.  In what ways does your organization already support these preferences of Generation Z?

Click Here for Part 2

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Five Steps to Minimizing Performance Barriers

Five Steps to Minimizing Performance Barriers

“There are no constraints on the human mind, no walls around the human spirit, no barriers to our progress except those we erect ourselves.”  Ronald Reagan

When developing and maintaining a Continuous Improvement culture in organizations today, it is critical that leaders provide employees with a process for overcoming obstacles.  Whether anticipated or unforeseen, barriers can easily derail employees’ efforts and cause a decline in performance outcomes.  To keep performance improvements on track, leaders can follow a practical, five-step process.

Five Steps to Minimizing Performance Barriers

  1. Agree that a barrier exists.
  2. Discuss alternatives to minimizing the barrier.
  3. Agree on actions to be taken to implement an alternative course of action.
  4. Follow up to confirm follow through on the actions taken.
  5. Adjust operational processes to ensure the barrier remains minimized moving forward.

By helping employees face barriers head on, a leader will build trust and reinforce a Continuous Improvement culture.  Over time, employees will become more adept at recognizing barriers, providing alternative opens and following through with corrective actions on their own.

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VIDEO: Business Bootcamp – Driving Greater Execution, Engagement, and Ultimately Earnings


“In 35 minutes, Shane Yount captured the essence of what we need to change at our company, which mirrored the recent interviews we had done with our team of change and improvement agents!”

Program Manager, The Boeing Company 

Watch Shane speak on these Key Points:

  • Driving Business Acumen at a tactical level
  • Moving accountability from a concept to a practice and elevate engagement
  • Eliminating hours of meetings a week by re-calibrating intent
  • Moving from abstract OPEX tools to business critical necessities

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Leadership GPS – Are Your Leaders Lost?

“Invest in Your People”

Leadership Development

Are Your Leaders Lost without their GPS?

In today’s business environment, organizations need everyone, both leaders and team members to be actively engaged in driving the business.  However, if your leaders are like the leaders in many organizations, they are overwhelmed and unclear about their role, their organizational boundaries, and their authority.  This lack of clarity and feeling of being overwhelmed is often exacerbated as they navigate through complex and bureaucratic organizational systems that may leave them feeling exhausted, hopeless, and stuck.  Leaders spend the majority of their time just trying to keep up, putting out the next fire, and fighting roadblocks. 

It is time we acknowledge that our leaders are just getting by at best, being constantly stuck on “defense”, in reactionary mode.  Our leaders are not leading anything, as they are unable to be on “offense”, proactively ensuring the execution of organizational strategy by planning, developing, inspiring, and improving the business through the people that drive it forward.    

Leaders are searching for the mystical ingredients that will make things easier.  They are searching for simplicity, clarity, and an engaged workforce that supports one another and works toward a common goal.   Leaders want answers to questions such as:

  • “How am I supposed to devote time to developing others when I am so overwhelmed with my own responsibilities?”
  • “How do I get my employees to “Own It” and be more engaged in the business?”
  • “How do I change an environment that is content with being reactive?”
  • “How do I explain and communicate strategy to others when it is unclear to me?”
  • “How am I supposed to manage the competing and conflicting priorities that are part of my day to day work?”

If your leaders feel this way more days than not, they probably feel as if they have been abandoned by the organization, lost, and unable to acquire a signal on their “GPS” to get themselves back on track. They are unclear about where to go and how to get there.  They are lost without a clear leadership guidance tool and the proper behaviors necessary to navigate through the challenges and detours that are a natural part of achieving goals through engaged people.

So how can I help my leaders navigate this challenging environment and drive engagement and accountability?


Many organizations have invested a massive amount of time focusing on initiatives such as updating their facilities, implementing lean and six sigma tools that often become the flavor of the month, and other “point in time” diagnostic efforts that don’t seem to deliver much value.  Although these initiatives are important if done in the right context, often overlooked is the most critical investment – developing our people in a way that will engage them to the business and deliver sustainable results. The development of people that CSI is referring to encompasses the entire organization.

It has often been said that leadership is all about authority and the title that goes along with it.  At CSI, we believe that nothing can be further from the truth.  Leadership is not about job titles or authority, it is about action and behaviors.  It’s about the ability to influence outcomes and inspire others.  Leaders can and must be found at all levels across the organization.  There is a critical need to develop individuals to learn and apply key behaviors that inspire others, spark influence, and drive to sustainable results and outcomes.  High performance is achieved only when everyone on the team, not just a select few choose to lead.

Eight Foundational Attributes of Engagement

To place a framework around the key behaviors required to generate the output of increased engagement, CSI has identified the Eight Foundational Attributes of Engagement.  These attributes must be understood, practiced, and measured to elevate engagement within a team or organization.  These attributes support the foundation that is the overall Leadership GPS Model and move leaders to “transformational” thinking around the goals, people, and systems required to ensure long term success.  Highly engaged employees are described as having “it”; it is as if they have somehow found the secret magical recipe to inspire and influence others.  They are described as having presence in the way that they incorporate the behaviors defined under each attribute into the work environment in a natural, “the way we work around here way”.  The impact can become cultural when an organization works toward shifting the paradigm and provides the support, training, and coaching needed for this transformation. 

What are these Eight Leadership Attributes of a Highly Engaged Workforce?  Join us for our four part series as we unveil and unpack each of the 8 leadership attributes.

Click Here to View Part One

Keep Up With Us on LinkedIn

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