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RESPECTing Your Employees Today Is an Investment in the Court's Tomorrow<br />MAACM<br />September 19, 2011<br />Williamsb...
What does the future hold? <br />
The Judiciary’s ability to thrive today and in the future depends on its ability to evolve and adapt to changing environme...
. . . while remaining connected to and anchored in its history, traditions, mission and core values<br />
And that depends on engaging every single member of your team<br />
What would be possible in your organization if all employees were . . . <br />
Fully in the Game<br />
Levels of Engagement<br />
Opportunistic<br />3<br />Disengaged<br />Engaged<br />2<br />4<br />Actively disengaged<br />Actively engaged<br />1<br /...
Hopes not to see problem; <br />will help if personal benefit<br />3<br />Ignores the<br />problem<br />Willingly helpswhe...
Consider . . .<br />
We have new employees at <br />“Hello”<br />
First day of new job<br />
Employees come ready to engage<br />
What is the level of engagement of your staff?<br />
Are you maximizing their ROI to the organization?<br />
Work Ethic<br />Flexible<br />Fixed<br />1<br />2<br />3<br />4<br />5<br /> Internal<br />Got “it” or don’t<br /> Environ...
How do we create a culture that allows our staff to flourishand give maximum discretionary effort?<br />
with respect<br />
“<br />I’m not concerned with your liking or disliking me. All I ask is that you respectme as a human being.<br />~ Jackie...
As leaders, consider . . .<br />
Respect = PowerPower is the ability to influence others<br />Power<br />Respect<br />
No respectNo followersNo power<br />
the RESPECT™ model<br />
An actionable philosophy which guides and directs behavior<br />
Respects the Organization<br />ORGANIZATION<br />INDIVIDUAL<br />SUPERVISOR<br />RESPECT<br />WORK<br />TEAM<br />
Respects the Supervisor<br />SUPERVISOR<br />ORGANIZATION<br />TEAM<br />RESPECT<br />INDIVIDUAL<br />WORK<br />
Respects Team Members<br />TEAM<br />SUPERVISOR<br />WORK<br />RESPECT<br />ORGANIZATION<br />INDIVIDUAL<br />
Respects the Work<br />WORK<br />TEAM<br />INDIVIDUAL<br />RESPECT<br />SUPERVISOR<br />ORGANIZATION<br />
FeelsRespected<br />INDIVIDUAL<br />WORK<br />ORGANIZATION<br />RESPECT<br />TEAM<br />SUPERVISOR<br />
“<br />Posada felt disrespected about being bumped to the ninth spot in the lineup. <br />He then told Girardi he couldn’t...
the RESPECT™ drivers<br />
RECOGNITION<br />Thank<br />You<br />
Turnkey Solutions & Best Practices <br />Recognition<br /><ul><li>Send a handwritten “thank you” note home
Spread the word; inform higher ups
Hold exemplary work up as an example
Increase decision making & autonomy
Create a (virtual) recognition wall
Encourage team members to recognize each other
Document performance in personnel file </li></li></ul><li>EMPOWERMENT<br />
Turnkey Solutions & Best Practices <br />Empowerment<br /><ul><li> Create powerful on-boarding and new hire training 	prog...
 Ask employees what tools, training and resources 	they need to be more successful at their job
Ask employees how you can reduce barriers and 	help them do their jobs better
 Increase level of cross-training
 Create learning opportunities through delegation
Give more autonomy and decision making responsibility</li></li></ul><li>SUPPORTIVE FEEDBACK<br />
Turnkey Solutions & Best Practices <br />Supportive Feedback<br /><ul><li>Deliver specific feedback focused on behaviors a...
Utilize immediate “coaching moments”
Discuss alternative approaches and behaviors
Add role-play to supplement verbal comments
Utilize prompts and schedule time for regular feedback
 Be selective and focused in your feedback; prioritize
 Serve as a role model and ask employees to provide 	you with feedback</li></li></ul><li>PARTNERING<br />
Turnkey Solutions & Best Practices <br />Partnering<br /><ul><li> Conduct an internal service audit
 Develop a mentoring program
 Create an employee council to provide feedback and 	have input on organizational decisions – especially 	those relevant t...
 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
Offer to “jump in” and help out</li></li></ul><li>EXPECTATIONS<br />
Turnkey Solutions & Best Practices <br />Expectations<br /><ul><li> Give job candidates the “real deal”
 Set clear, challenging, and measurable goals
Set goals relative to employee’s abilities and ambitions
 Document expectations to ensure common 	understanding
 Put checkpoints in place; especially early and late
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MACCM Conference 2011

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  1. 1. RESPECTing Your Employees Today Is an Investment in the Court's Tomorrow<br />MAACM<br />September 19, 2011<br />Williamsburg, VA <br />by<br /> Paul L. Marciano, Ph.D.<br />
  2. 2.
  3. 3. What does the future hold? <br />
  4. 4. The Judiciary’s ability to thrive today and in the future depends on its ability to evolve and adapt to changing environmental conditions and challenges . . .<br />
  5. 5. . . . while remaining connected to and anchored in its history, traditions, mission and core values<br />
  6. 6. And that depends on engaging every single member of your team<br />
  7. 7. What would be possible in your organization if all employees were . . . <br />
  8. 8. Fully in the Game<br />
  9. 9. Levels of Engagement<br />
  10. 10. Opportunistic<br />3<br />Disengaged<br />Engaged<br />2<br />4<br />Actively disengaged<br />Actively engaged<br />1<br />5<br />Engagement Meter<br />
  11. 11. Hopes not to see problem; <br />will help if personal benefit<br />3<br />Ignores the<br />problem<br />Willingly helpswhen asked<br />2<br />4<br />Createsthe problem<br />Proactive;<br />fix & prevent<br />1<br />5<br />Engagement Meter<br />
  12. 12. Consider . . .<br />
  13. 13. We have new employees at <br />“Hello”<br />
  14. 14. First day of new job<br />
  15. 15.
  16. 16. Employees come ready to engage<br />
  17. 17. What is the level of engagement of your staff?<br />
  18. 18. Are you maximizing their ROI to the organization?<br />
  19. 19.
  20. 20. Work Ethic<br />Flexible<br />Fixed<br />1<br />2<br />3<br />4<br />5<br /> Internal<br />Got “it” or don’t<br /> Environment<br />Potential for “it”<br />
  21. 21.
  22. 22.
  23. 23. How do we create a culture that allows our staff to flourishand give maximum discretionary effort?<br />
  24. 24. with respect<br />
  25. 25. “<br />I’m not concerned with your liking or disliking me. All I ask is that you respectme as a human being.<br />~ Jackie Robinson <br />”<br />
  26. 26. As leaders, consider . . .<br />
  27. 27. Respect = PowerPower is the ability to influence others<br />Power<br />Respect<br />
  28. 28.
  29. 29. No respectNo followersNo power<br />
  30. 30. the RESPECT™ model<br />
  31. 31. An actionable philosophy which guides and directs behavior<br />
  32. 32. Respects the Organization<br />ORGANIZATION<br />INDIVIDUAL<br />SUPERVISOR<br />RESPECT<br />WORK<br />TEAM<br />
  33. 33. Respects the Supervisor<br />SUPERVISOR<br />ORGANIZATION<br />TEAM<br />RESPECT<br />INDIVIDUAL<br />WORK<br />
  34. 34. Respects Team Members<br />TEAM<br />SUPERVISOR<br />WORK<br />RESPECT<br />ORGANIZATION<br />INDIVIDUAL<br />
  35. 35. Respects the Work<br />WORK<br />TEAM<br />INDIVIDUAL<br />RESPECT<br />SUPERVISOR<br />ORGANIZATION<br />
  36. 36. FeelsRespected<br />INDIVIDUAL<br />WORK<br />ORGANIZATION<br />RESPECT<br />TEAM<br />SUPERVISOR<br />
  37. 37. “<br />Posada felt disrespected about being bumped to the ninth spot in the lineup. <br />He then told Girardi he couldn’t play …<br />”<br />Yankees vs. Boston, 5-14-11; Boston wins 6-0<br />
  38. 38. the RESPECT™ drivers<br />
  39. 39. RECOGNITION<br />Thank<br />You<br />
  40. 40. Turnkey Solutions & Best Practices <br />Recognition<br /><ul><li>Send a handwritten “thank you” note home
  41. 41. Spread the word; inform higher ups
  42. 42. Hold exemplary work up as an example
  43. 43. Increase decision making & autonomy
  44. 44. Create a (virtual) recognition wall
  45. 45. Encourage team members to recognize each other
  46. 46. Document performance in personnel file </li></li></ul><li>EMPOWERMENT<br />
  47. 47. Turnkey Solutions & Best Practices <br />Empowerment<br /><ul><li> Create powerful on-boarding and new hire training programs; set employees up for success
  48. 48. Ask employees what tools, training and resources they need to be more successful at their job
  49. 49. Ask employees how you can reduce barriers and help them do their jobs better
  50. 50. Increase level of cross-training
  51. 51. Create learning opportunities through delegation
  52. 52. Give more autonomy and decision making responsibility</li></li></ul><li>SUPPORTIVE FEEDBACK<br />
  53. 53. Turnkey Solutions & Best Practices <br />Supportive Feedback<br /><ul><li>Deliver specific feedback focused on behaviors and their impact
  54. 54. Utilize immediate “coaching moments”
  55. 55. Discuss alternative approaches and behaviors
  56. 56. Add role-play to supplement verbal comments
  57. 57. Utilize prompts and schedule time for regular feedback
  58. 58. Be selective and focused in your feedback; prioritize
  59. 59. Serve as a role model and ask employees to provide you with feedback</li></li></ul><li>PARTNERING<br />
  60. 60. Turnkey Solutions & Best Practices <br />Partnering<br /><ul><li> Conduct an internal service audit
  61. 61. Develop a mentoring program
  62. 62. Create an employee council to provide feedback and have input on organizational decisions – especially those relevant to their jobs and benefits
  63. 63. Increase communication through town hall meetings, weekly newsletters, and a company blog
  64. 64. Eliminate differences in benefits and perks, e.g., parking spaces, healthcare, and company cars
  65. 65. Offer to “jump in” and help out</li></li></ul><li>EXPECTATIONS<br />
  66. 66. Turnkey Solutions & Best Practices <br />Expectations<br /><ul><li> Give job candidates the “real deal”
  67. 67. Set clear, challenging, and measurable goals
  68. 68. Set goals relative to employee’s abilities and ambitions
  69. 69. Document expectations to ensure common understanding
  70. 70. Put checkpoints in place; especially early and late
  71. 71. Hold a “compare expectations” exercise
  72. 72. Employ “confused and concerned” conversations
  73. 73. Hold people accountable</li></li></ul><li>CONSIDERATION<br />
  74. 74. Turnkey Solutions & Best Practices <br />Consideration<br /><ul><li>Take an active and appropriate interest in your staff’s personal lives, e.g., hobbies, interest, family
  75. 75. Say “please,” “thank you” and “excuse me”
  76. 76. Be on time for meetings
  77. 77. Follow-up promptly to emails and phone calls
  78. 78. Regularly ask employees for their opinions & ideas
  79. 79. Create flexibility in work schedule
  80. 80. Keep people in the information loop; ask if they would like to be copied on emails or join meetings
  81. 81. Give people your full attention during meetings</li></li></ul><li>TRUST<br />
  82. 82. Turnkey Solutions & Best Practices <br />Trust<br /><ul><li> Avoid micro-managing
  83. 83. Keep your promises
  84. 84. Own up to mistakes
  85. 85. Talk to people not about them
  86. 86. Be honest and direct
  87. 87. Increase autonomy and delegate meaningful tasks
  88. 88. “Walk the talk”; don’t say one thing and do another
  89. 89. If trust is broken, move on</li></li></ul><li>
  90. 90. What can you do today to foster <br />RESPECT in your organization?<br />
  91. 91. Engagement at the individual level is good<br />Engagement at the team level is even better<br />
  92. 92. Teamwork<br />
  93. 93. Great teams are composed of talented individuals working collaboratively to achieve a common goal<br />
  94. 94. Leaders must harnessstaff’s collective talents and efforts to achieve the mission of the organization<br />
  95. 95. Effective teams are not composed of talented individuals working individually<br />
  96. 96. Factors that can detract from collaboration<br />
  97. 97. Ethnicity<br />Age<br />Traditions <br />Values<br />Position<br />Experience<br />Skills <br />Education<br />Goals<br />Ego<br />
  98. 98. You must help team members bridge these differences and focus on the common goal<br />
  99. 99. You must reinforce respectful behavior and consequate disrespectful behavior<br />
  100. 100. You must seek to break down barriers and silos<br />
  101. 101. You must serve as a role model for respect<br />
  102. 102. You must . . . <br />
  103. 103. “<br />”<br />Be the change you want to see in the world.<br /> -- Mahatma Gandhi<br />
  104. 104. Discussion<br />
  105. 105. Thank You<br />
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