November Spotlight: Amr Selim HumanTalents


Amr SelimTell us about you, your experience and time in the Middle East?
I am a customer’s advocate on a mission to improve the customer experience that businesses and government departments deliver to their customers or to the public!
There are many benefits from improving customer experience such as: increased sales, profitability and retention of customers and employees.
Customer experience A.K.A “CX”, is 75% to 80% a result of a “Human” interaction, so there is no way to improve it without improving employee engagement and performance, we call it the CX supply chain!
Using a mix of leadership + technology & innovation maintains a strong CX supply chain.

 

If you deliver services of any kind, improving CX is the best thing to do for your business, Imagine enhancing your staff motivation, engagement, performance and customer experience all at the same time! What impact would it have on your business or organization and its growth ?

I love the Middle East and Dubai in particular because of its multiculturalism, business friendly environment and its huge appetite for growth, in-fact after moving to Canada from Dubai I was told that I need to “slow down” !

How would you describe the culture of your business?

We “Eat our own dog food!” and strive to provide the best possible CX to our clients, in order to do that we focus on:

  1. Listening to our customers:
    Getting constant, real time feedback (good or not!) helps us to know what our clients need and give it to them, it also enables us to take quick & corrective action when things aren’t going the right way.
  2. Listening and looking after our staff:
    It is almost impossible to have happy clients if we don’t have happy employees! They are our “internal customers”
    We listen to (and apply) their suggestions whenever possible and we promote a friendly environment where people are recognized and rewarded for their good work not just in their own job role but in helping others too.
  3. Customer Success:
    Our clients or customers come to us in order to make things better, we don’t just give them a product or a software tool, we work with them for the length of that engagement and team up in order to achieve those goals.
    This can involve tasks like: solving some internal issues, dealing with workplace politics or tweaking some processes, provide training / coaching. Whatever it takes to help our client succeed

What are the biggest challenges in the next 5 years?

Growth and profitability!

As a new business we face tough competition and have to over stretch our limited resources to serve our clients and meet their expectations. We believe in this long-term relation building & service strategy, but it takes time for a brand to become synonymous with service excellence.
This puts us in some “catch 22” situation: Should we wait to be more profitable in order to hire more consultants, or hire more consultants to make us more profitable?
Not to mention the time it takes to find, acquire and on-board the right talent!

  • What are the skills and competencies that you would need to train in order to meet the region’s talent requirements?

Leadership, Motivation, Problem Solving, Emotional Intelligence – EI, Relationship Management, Teamwork and Cultural Awareness.

What is your Philosophy?

Always seek Excellence in what you do! Be a star performer.
It does not matter what it is ! If you are a burger flipper at a local McDonald’s’ try to be the best burger flipper in your city / country, believe me the world will take notice!

Amr Selim
Founder & Managing Director
HumanTalents Development inc.

+1 360 977-7337
HumanTalents.ca

Inspiring Emplyee Engagement through Emotional Intelligence

 

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More from 6seconds.org on EI and performance.

By Joel H. Head, ACC & Joshua Freedman

Each year, the United States experiences $450 billion to $550 billion† in lost productivity due to low employee engagement. Companies have poured millions into programs designed to make people happier and more satisfied at work, but in ten years, employee engagement levels across the U.S. have remained tenaciously static.

What is wrong with this picture?

The approaches to creating engagement have varied from attempting to make the workplace more fun (free food, bring your dog, making work like a game), to being family friendly (on-site day care, flex time), to inclusion strategies (clarify expectations, involve people in decisions), to rewarding performance (time off, more money), to just being nicer at work.

While these sound great (who wouldn’t want free food?), there’s a simple reason these approaches are failing: The majority of current engagement strategies focus on external mechanisms. True engagement comes from the employee’s relationship with the employer and with the work itself. By definition, engagement is an inside job. 

Classical vs. Behavioural Economics

We operate in a world governed largely by classical economics: people are presumed to behave rationally. Classical economic theory says that if we pay people for how much they produce, they will produce more. The idea works up to a point; it stumbles due to a basic fact: people do not always behave in a rational way.

Rationally, free food and the other perks might sound great. But research has also shown that these benefits can also be viewed as a means to control behaviour (makes sense, since that’s the company’s real goal).

 

The Four Keys to Engagement

What drives deeper motivation?  Research by Richard Deci, author of Why We Do What We Do, highlights a few factors for deep motivation:

1)       sense of autonomy,

2)      feeling of competence,

3)      relatedness to the broader work of the organization, and

4)    connection to the community of fellow employees.

If material perks are interfering with these factors, then those “motivation schemes” will actually adversely impact desired behavior. The behaviorist approach backfires because it’s actually a way to reduce autonomy (manipulating people), it undermines competence (you don’t earn those benefits through your strengths), there’s no larger meaning, and many corporate benefit programs subtly (or overtly) pit employees against one another.

 

 

How to Engage People?

So if we want to recapture the $350b in lost engagement, how do we support autonomy, competence and relatedness by building stronger relationships?

One answer can be found in emotional intelligence — which, simply stated, is being smarter with feelings. Leaders can become aware of how emotions influence themselves and others. Leaders can learn how their words and actions support each employee’s autonomy, competence and relatedness and either build or tear down relationships.

Emotional intelligence is the primary driver in leader effectiveness because leadership is about using influence and building effective relationships, which are largely emotional tasks. In fact, EI has been measured as contributing 75-80% of the elements for success compared to 20-25% for IQ.

Leaders who practice emotional intelligence are less reactive and more responsive.  They know themselves, so they don’t need to prove their own power.  Instead, they work WITH others, giving an appropriate level of autonomy.

Emotionally intelligent leaders are attuned to their people.  They see their people’s strengths (and weaknesses) clearly, so they can foster that essential sense of competence.

In the Six Seconds Model of Emotional Intelligence, part of EI is being connected with a sense of purpose.  This allows the “High EI Leaders” to do a better job helping employees see the link between their daily work and the larger picture.

Finally, leaders who put EI into action are better at relationships.  They “get” people and are able to foster genuine collaboration.  This fuels stronger interpersonal connection, motivating people through relatedness.  The problem is, this trait seems to be waning.

 

Where Has All the Empathy Gone?

It has been said that people join organizations but leave their supervisors. It’s a problem of relationships — one of those core motivators.

To be effective, today’s leaders have to connect with people on a personal level – understand what drives their people. This “connecting” requires a high level of emotional intelligence, specifically empathy: the ability to sense how others feel and connect at an emotional level.

Bad news: a recent Harvard Business review article notes that the quality senior leaders lack most is empathy.

Leaders can use emotional intelligence to develop empathy. First, by examining how they feel inside. Second by becoming aware of the impact of their words and actions on others.

Like the other components of emotional intelligence, empathy is learnable.  Actively, consistently developing the skills of EI is a “must do” for today’s and tomorrow’s leaders — and it works.

 

Success Stories: Emotional Intelligence Drives Engagement

In a six-month leadership development process at Komatsu, a Japanese maker of construction and mining equipment, engagement increased from 33 to 70%. At the same time, plant performance increased by 9.4%. The pilot project, conducted by a team from the Six Seconds Network, took place at the company’s Este plant and focused on educating line managers in the use of emotional intelligence skills.

In another study by Six Seconds, Amadori, an Italian agro-food sector company and European supplier to McDonalds, emotional intelligence was found to predict 47% of the variation in manager’s performance management scores.  Emotional intelligence was also correlated with increased organizational engagement with 76% of the variation in engagement predicted by manager EQ.  Finally, plants with higher organizational engagement achieved higher bottom-line results. During this period, employee turnover also dropped by 63%.

“The workplace climate is a driving force in how employees engage in their daily activities,” Massimiliano Ghini, a management professor at Italy’s Alma Graduate School, said. “So the conclusion is simple: If we want business success, we need to equip leaders with the skills to make an environment where employees can work effectively.”

 

The Bottom Line:

Motivation is an inside job.  It means employees must motivate themselves and become engaged, but it is up to leadership to create the conditions where self-motivation is possible.

 


Joel H. Head, ACC, is the Managing Partner of Headwinds Ltd. which he founded in 2002. An entrepreneur, leadership coach and organization performance consultant, Joel works with senior leaders who are passionate about building more engaged and accountable teams, enhancing their own leadership capability, and improving firm performance. He is a Preferred Partner with the Six Seconds Network and has counseled senior executives in the U.S., Canada, Europe and Asia. Learn more at http://www.headwindsltd.com

Joshua Freedman is the CEO of Six Seconds, learn more at www.jmfreedman.com