Autism speaks presentation

Leading with RESPECT

Presented to: Autism Speaks 

Paul L. Marciano, Ph.D.July 14, 2011

What is the job of a leader?

To inspire others to act in ways that fulfill on the mission of your organization

“Our goal is to change the future for all who

struggle with Autism Spectrum Disorder”

Science…finding a cure

Family Services…making life better

Advocacy…changing the future

Awareness…don’t forget our children

“We are committed to raising the funds

necessary to support these goals.”

Field Operations Department

Your people are your greatest asset

Are you maximizing their talents?

people give you their best effort?

How do you lead in such a way that

RESPECT

Who?

How?

What?

Lorenzo Marciano

Why care about respect?

Respect = PowerPower is the ability to influence others

Pow

er

Respect

When was a time that you lost or gained respect

for a leader and what was the impact?

Respect Discretionary Effort

First day

My Story

We have new recruits at “Hello”

© 2011 Whiteboard, LLC

1

1

Internal Got “it” or don’t

2

2 3 3

Environment Potential for

“it”

Work Ethic

4

4 5 5

FixableFixed

How do we create an environment

that leads people to flourish?

Not with traditional programs

What Do We Mean by Carrots and Sticks?

Using rewards and punishments to motivate behavior based on the principles of operant conditioning

Why Programs Fail

Programs fail…

…because they are programs

Goals can limit performance

“I never have a goal that involves number of wins—never. It would just tend to limit our potential.”

-- Mike Krzyzewski

Programs narrow scope of vision…

…that can lead to missed opportunities

Programs reduce…

…creativity and risk taking

Extrinsic reinforcement…

…reduces intrinsic motivation

Programs have no impact on culture

Reward programs…

…reduce overall motivation

How do most top performers get rewarded?

And…

sticks don’t work

Forget about motivation…

Engagement is a psychological construct which refers to an individual’s

commitment to one’s organization, work, team, supervisor, and customers and which is demonstrated behaviorally

through high levels of discretionary effort

In other words…

Fully in the Game

Robust Impact of Engagement

Productivity & PerformanceProductivity & Performance

ProfitabilityProfitability

TurnoverTurnover

AbsenteeismAbsenteeism

Employee FraudEmployee Fraud

Customer Satisfaction & LoyaltyCustomer Satisfaction & Loyalty

Quality DefectsQuality Defects

Safety ComplianceSafety Compliance

Employee Satisfaction Employee Satisfaction

Physical & Psychological Well-BeingPhysical & Psychological Well-Being

motivated and engaged?

What is the difference between

Motivated Engaged

External Focus Internal Focus

Opportunistic Committed

Short-term View Long-term View

Self Organization

Narrow Focus Big Picture

Unstable Stable

Levels of Engagement

Engagement Meter

11

22

33

44

55

Actively disengaged

Disengaged

Opportunistic

Engaged

Actively engaged

11

22

33

44

55

Createsthe problem

Ignores theproblem

Hopes not to see problem; will help if personal benefit

Willingly helpswhen asked

Proactive;fix & prevent

Engagement Meter

What kind of behaviors do you see with an actively engaged staff member?

How do we engage staff?

Realizing sustainable increases in engagement requires impacting the

culture of your organization

Culture Behavior

“Your job gives you authority …

… your behavior gives you respect”

Irwin Federman, U.S. Venture Partners

the RESPECT™ model

An actionable philosophy which guides and directs behavior

Respects the Organization

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Respects the Supervisor

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Posada felt disrespected about being bumped to the ninth spot in the lineup. He then told Girardi he couldn’t play …

“”

Yankees vs. Boston, 5-14-11; Boston wins 6-0

the RESPECT™ drivers

R ECOGNITION

“A pat on the back is only a few vertebrae removed from a kick in the pants, but is miles ahead in results.”

-- W. Wilcox

ThankYou

Turnkey Solutions & Best Practices Recognition

• Send a handwritten “thank you” note home

• Spread the word; inform higher ups

• Create a wall of great ideas

• Hold work up as an example

• Increase decision making & autonomy

• Create more opportunities

• Document performance in personnel file

“The most vital task of the leader is to motivate, inspire, empower and encourage the team's primary resource -- the unlimited, creative human potential to find better ways.”

-- Dr. Lewis Losoncy If he works for you, you work for him.- Japanese proverb

EMPOWERMENT

Turnkey Solutions & Best Practices Empowerment

• Create powerful on-boarding and new hire training programs; set staff up for success

• Ask staff how you can reduce barriers and help them do their jobs better

• Increase flow of communication, e.g., hold monthly lunches and invite a leader or team member from another department to share updates

• Increase level of autonomy and decision making

• Create learning opportunities through delegation

SUPPORTIVE FEEDBACK

“No one enjoys addressing others' deficiencies but failure to do so sends the message that people are on track when they really aren't. And that may be the greatest disservice a leader can do to someone else.”

-- Eric Harvey

Turnkey Solutions & Best Practices Supportive Feedback

• Focus on behavior and impact of behavior not attitude

• Schedule time on the calendar for regular feedback

• Utilize “coaching moments” – quick feedback

• Add role-play to supplement verbal comments

• Keep feedback future focused

• Be selective and focused in your feedback; prioritize

• Serve as a role model and ask staff to provide you with feedback

PARTNERING

“In the past a leader was the boss. Today’s leaders must be partners with their people”

-- Ken Blanchard

Turnkey Solutions & Best Practices Partnering

• Conduct an internal service assessment

• Develop a mentoring program

• Create a staff council to provide feedback and have input on organizational decisions – especially those relevant to their jobs and benefits

• Increase communication through town hall meetings, weekly newsletters, and a company blog

• Eliminate differences in benefits and perks, e.g., parking spaces, healthcare, and company cars

EXPECTATIONS

“Set your expectations high; find men and women whose integrity and values you

respect; get their agreement on a course of action; and give them your ultimate trust.”

-- John Akers

Turnkey Solutions & Best Practices Expectations

• Give job candidates the “real deal”

• Set clear expectations from beginning, e.g., volunteer and staff partnership agreement

• Keep focused on organizational mission

• “What gets measured gets done”; track progress

• Put checkpoints in place; especially early

• Consequate behavior early; “Confused & “Concerned”

• Hold yourself and your people accountable!

CONSIDERATION

“People do not care how much you know until they know how much you care.”

-- John Maxwell

Turnkey Solutions & Best Practices Consideration

• Know your staff, e.g., hobbies, interest, family

• Be on time & follow-up promptly

• Celebrate accomplishments & special days

• Regularly ask staff members for their opinions & ideas

• Create flexibility in schedule

• Keep people in the information loop; ask if they would like to be copied on emails or join meetings

• Give people your full attention during meetings

TRUST

“Leadership without mutual trust is a contradiction in terms.”

-- Warren Bennis

Turnkey Solutions & Best Practices Trust

• Avoid micro-managing

• Keep your promises

• Own up to mistakes

• Talk to people not about them

• Be honest and direct

• Give credit where credit is due

• Increase autonomy

• “Walk the talk”; don’t say one thing and do another

None of this works without . . . communication

Communication is the life blood of your organization

“Communicate everything to your associates. The more they know, the more they care.

Once they care, there is no stopping them.”

-- Sam Walton

What can you do to create and foster an environment of RESPECT in your organization?

“Be the change you want to see in the world”

-- Ghandi

Question & Comments

For a copy of this presentation

Email: Paul@PaulMarciano.com

Thank You