Engaging Employees with RESPECT Rypple Webinar July 12, 2011 by Paul L. Marciano, Ph.D. Email : Paul@PaulMarciano.com for presentation

Your people are your greatest asset Are you maximizing their talents ?

Why care about RESPECT ?

Respect = Power Power is the ability to influence others Power Respect

Respect  Employee Productivity

First day of new job

We have new employees at “Hello”

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

We focus too much on programs to motivate employees and not enough on culture that sustains them.

Published in The New Yorker 4/19/2010 by Farley Katz It’s the only way I can get myself out of bed in the morning. “ ”

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

Rewards are not necessarily reinforcing

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

Inconsistent & unfair administration

Programs foster cheating and destroy teamwork

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…

In other words…

Fully in the Game

Robust Impact of Engagement Productivity & Performance Profitability Turnover Absenteeism Employee Fraud Customer Satisfaction & Loyalty Quality Defects Safety Compliance Employee Satisfaction Physical & 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 1 2 3 4 5 Actively disengaged Disengaged Opportunistic Engaged Actively engaged

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

How do we engage employees?

Not with programs

Realizing sustainable increases in employee engagement requires impacting the culture of your organization

Culture Behavior

the RESPECT™ model

An actionable philosophy which guides and directs behavior

Respects the Organization ORGANIZATION RESPECT INDIVIDUAL WORK TEAM SUPERVISOR

Respects the Supervisor SUPERVISOR RESPECT ORGANIZATION INDIVIDUAL WORK TEAM

Respects Team Members TEAM RESPECT SUPERVISOR ORGANIZATION INDIVIDUAL WORK

Respects the Work WORK RESPECT TEAM SUPERVISOR ORGANIZATION INDIVIDUAL

Feels Respected INDIVIDUAL RESPECT WORK TEAM SUPERVISOR ORGANIZATION

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

E MPOWERMENT “ 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

S UPPORTIVE 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

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

E XPECTATIONS “ 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

C ONSIDERATION “ People do not care how much you know until they know how much you care .” -- John Maxwell

Hold bi-weekly 1:1s with your key people What do they want to talk about? Add shared priorities Give specific feedback on their priorities Visit their connection page How can you help them achieve their goals?

Just got out of a meeting. Had specific feedback to send Debra Frost Customer Success Program #action: Setup review meeting #note : Debra, great presentation on the Ambassador program. Lets talk about how to scale the program, and link it to what Marketing’s doing. To: Subject: [email_address] Cc: Integrated with email

Openness & Transparency : Keep in loop Who can I recognize for doing great work? What are people committing to? Can I give helpful feedback? What are the key goals? Send an update on what’s going on

Questions & Discussion

Thank You