MACCM Conference 2011

RESPECTing Your Employees Today Is an Investment in the Court's Tomorrow
MAACM
September 19, 2011
Williamsburg, VA
by
Paul L. Marciano, Ph.D.

What does the future hold?

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 . . .

. . . while remaining connected to and anchored in its history, traditions, mission and core values

And that depends on engaging every single member of your team

What would be possible in your organization if all employees were . . .

Fully in the Game

Levels of Engagement

Opportunistic
3
Disengaged
Engaged
2
4
Actively disengaged
Actively engaged
1
5
Engagement Meter

Hopes not to see problem;
will help if personal benefit
3
Ignores the
problem
Willingly helpswhen asked
2
4
Createsthe problem
Proactive;
fix & prevent
1
5
Engagement Meter

Consider . . .

We have new employees at
“Hello”

First day of new job

Employees come ready to engage

What is the level of engagement of your staff?

Are you maximizing their ROI to the organization?

Work Ethic
Flexible
Fixed
1
2
3
4
5
Internal
Got “it” or don’t
Environment
Potential for “it”

How do we create a culture that allows our staff to flourishand give maximum discretionary effort?

with respect

“
I’m not concerned with your liking or disliking me. All I ask is that you respectme as a human being.
~ Jackie Robinson
”

As leaders, consider . . .

Respect = PowerPower is the ability to influence others
Power
Respect

No respectNo followersNo power

the RESPECT™ model

An actionable philosophy which guides and directs behavior

Respects the Organization
ORGANIZATION
INDIVIDUAL
SUPERVISOR
RESPECT
WORK
TEAM

Respects the Supervisor
SUPERVISOR
ORGANIZATION
TEAM
RESPECT
INDIVIDUAL
WORK

Respects Team Members
TEAM
SUPERVISOR
WORK
RESPECT
ORGANIZATION
INDIVIDUAL

Respects the Work
WORK
TEAM
INDIVIDUAL
RESPECT
SUPERVISOR
ORGANIZATION

FeelsRespected
INDIVIDUAL
WORK
ORGANIZATION
RESPECT
TEAM
SUPERVISOR

“
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

RECOGNITION
Thank
You

Turnkey Solutions & Best Practices
Recognition
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

EMPOWERMENT

Empowerment
Create powerful on-boarding and new hire training programs; set employees up for success
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

SUPPORTIVE FEEDBACK

Supportive Feedback
Deliver specific feedback focused on behaviors and their impact
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

PARTNERING

Partnering
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 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
Offer to “jump in” and help out

EXPECTATIONS

Expectations
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
Hold a “compare expectations” exercise
Employ “confused and concerned” conversations
Hold people accountable

CONSIDERATION

Consideration
Take an active and appropriate interest in your staff’s personal lives, e.g., hobbies, interest, family
Say “please,” “thank you” and “excuse me”
Be on time for meetings
Follow-up promptly to emails and phone calls
Regularly ask employees for their opinions & ideas
Create flexibility in work 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
Avoid micro-managing
Keep your promises
Own up to mistakes
Talk to people not about them
Be honest and direct
Increase autonomy and delegate meaningful tasks
“Walk the talk”; don’t say one thing and do another
If trust is broken, move on

What can you do today to foster
RESPECT in your organization?

Engagement at the individual level is good
Engagement at the team level is even better

Teamwork

Great teams are composed of talented individuals working collaboratively to achieve a common goal

Leaders must harnessstaff’s collective talents and efforts to achieve the mission of the organization

Effective teams are not composed of talented individuals working individually

Factors that can detract from collaboration

Ethnicity
Age
Traditions
Values
Position
Experience
Skills
Education
Goals
Ego

You must help team members bridge these differences and focus on the common goal

You must reinforce respectful behavior and consequate disrespectful behavior

You must seek to break down barriers and silos

You must serve as a role model for respect

You must . . .

“
”
Be the change you want to see in the world.
-- Mahatma Gandhi

Discussion

Thank You

MACCM Conference 2011

by pamarciano on Oct 10, 2011

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