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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
ORGANIZATIONORGANIZATION
RESPECTRESPECTIN
DIV
IDU
AL
IND
IVID
UA
LW
ORK
WORKTEAM
TEAM
SU
PE
RV
ISO
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SU
PE
RV
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R
Respects the Supervisor
SUPERVISORSUPERVISOR
RESPECTRESPECTO
RG
AN
IZA
TIO
N
OR
GA
NIZ
AT
ION
INDIVIDUAL
INDIVIDUALWORK
WORK
TE
AM
TE
AM
Respects Team Members
TEAMTEAM
RESPECTRESPECTS
UP
ER
VIS
OR
SU
PE
RV
ISO
RORGANIZATION
ORGANIZATIONINDIV
IDUAL
INDIV
IDUAL
WO
RK
WO
RK
Respects the Work
WORKWORK
RESPECTRESPECT
TE
AM
TE
AM
SUPERVISOR
SUPERVISORORGANIZ
ATION
ORGANIZATIO
NIN
DIV
IDU
AL
IND
IVID
UA
L
Feels Respected
INDIVIDUALINDIVIDUAL
RESPECTRESPECT
WO
RK
WO
RK
TEAMTEAM
SUPERVISOR
SUPERVISOR
OR
GA
NIZ
AT
ION
OR
GA
NIZ
AT
ION
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
Thank You
