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Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
Increasing Employee Engagement  by Leading with RESPECT™
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Increasing Employee Engagement by Leading with RESPECT™

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  • 1. Increasing Employee Engagement by Leading with RESPECT™ by Dr. Paul Marciano
  • 2. 1st day of work
  • 3. 1st day of work
  • 4. What does employee engagement look like on the playing field?
  • 5. Fully in the Game
  • 6. What is the impact of engagement?
  • 7. Robust Impact of Engagement Productivity & Performance Profitability Retention & Attendance Innovation & Creativity Conscientiousness & Honesty Customer Satisfaction & Loyalty Quality Safety Compliance Satisfaction & Morale Physical & Psychological Well-Being
  • 8. Engagement Spectrum
  • 9. Opportunistic 3 Disengaged Engaged 2 4 Actively disengaged Actively engaged 1 5 Engagement Meter
  • 10. Hopes not to see it, will clean-up if personal benefit Walks past mess without thought 3 Cleans-up what he/she sees 2 4 Creates the mess Helps clean-up, fix & prevent 1 5 Engagement Meter
  • 11. How do we move the needle?
  • 12. Realizing sustainable increases in employee engagement requires impacting the culture of the organization
  • 13. Culture Behaviors & Attitudes
  • 14. Most people believe that . . .
  • 15. employee engagement and motivation are the same . . . they are not.
  • 16. Traditional reward and recognition programs do not increase employee motivation.
  • 17. In fact, such programs decrease overall employee morale and productivity.
  • 18. Why programs fail
  • 19. because they are programs
  • 20. Reward programs… Reward programs… reward those already most engaged …reduce overall motivation
  • 21. Instead of focusing on how to motivate employees, focus on how to engage them.
  • 22. Dr. Paul’s Thesis
  • 23. Relationships only work within the context of RESPECT
  • 24. “ I’m not concerned with your liking or disliking me. All I ask is that you respect me as a human being. ” ~ Jackie Robinson
  • 25. For many people, being respected is more important than being liked.
  • 26. Respect is a matter of life and death.
  • 27. hara-kiri
  • 28. Respect is a matter of survival in our tribes.
  • 29. As individuals: When we are respected we are protected. When we are not respected we are vulnerable.
  • 30. The RESPECT™ Model
  • 31. An actionable philosophy which guides and directs behavior
  • 32. The Circle of Respect
  • 33. Respect the Organization ORGANIZATION RESPECT
  • 34. Respect the Supervisor SUPERVISOR RESPECT
  • 35. Respect Team Members TEAM RESPECT
  • 36. Respect the Work WORK RESPECT
  • 37. Feel Respected INDIVIDUAL RESPECT
  • 38. The RESPECT™ Model Drivers
  • 39. The RESPECT™ Model Drivers R ECOGNITION E MPOWERMENT S UPPORTIVE FEEDBACK P ARTNERING EXPECTATIONS C ONSIDERATION TRUST
  • 40. Where to start?
  • 41. “ ” Be the change you want to see in the world. -- Mahatma Gandhi
  • 42. Dr. Paul’s Contact Information Email: Paul@PaulMarciano.com Website: www.PaulMarciano.com - newsletter, videos, etc. Connect on LinkedIn: www.linkedin.com/in/paulmarciano/ Join LinkedIn Group: Respect in the Workplace Twitter: @TheRespectGuy Phone: 908-268-7272 Address: 120 Main Street, Flemington NJ 08822

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