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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…
 
[object Object]
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
R   ECOGNITION ,[object Object],[object Object],Thank You
Turnkey Solutions & Best Practices  Recognition ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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
Turnkey Solutions & Best Practices  Empowerment ,[object Object],[object Object],[object Object],[object Object],[object Object]
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
Turnkey Solutions & Best Practices  Supportive Feedback ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
P ARTNERING “ In the past a leader was the boss. Today’s leaders must be  partners  with their people” -- Ken Blanchard
Turnkey Solutions & Best Practices  Partnering ,[object Object],[object Object],[object Object],[object Object],[object Object]
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
Turnkey Solutions & Best Practices  Expectations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
C ONSIDERATION “ People do not care how much you know until they know how much you  care .” -- John Maxwell
Turnkey Solutions & Best Practices  Consideration ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
T RUST ,[object Object],-- Warren Bennis
Turnkey Solutions & Best Practices  Trust ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object]
[object Object]
[object Object]
[object Object]
Technologies  for a Virtual Workforce ,[object Object],[object Object],[object Object]
 
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],What is  Rypple ?
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
 
 
 
[object Object],[object Object],[object Object],[object Object],[object Object],Road to Engaging Employees with  RESPECT
Questions &  Discussion
Thank  You
 

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Employee Engagement and Retention with Dr. Paul Marciano

  • 1. Engaging Employees with RESPECT Rypple Webinar July 12, 2011 by   Paul L. Marciano, Ph.D. Email : Paul@PaulMarciano.com for presentation
  • 2. Your people are your greatest asset Are you maximizing their talents ?
  • 3.  
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  • 5. Why care about RESPECT ?
  • 6. Respect = Power Power is the ability to influence others Power Respect
  • 7.  
  • 8. Respect  Employee Productivity
  • 9. First day of new job
  • 10.  
  • 11. We have new employees at “Hello”
  • 12. 1 Internal Got “it” or don’t 2 3 Environment Potential for “it” Work Ethic 4 5 Flexible Fixed
  • 13.  
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  • 15. We focus too much on programs to motivate employees and not enough on culture that sustains them.
  • 16. 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. “ ”
  • 17. What Do We Mean by Carrots and Sticks? Using rewards and punishments to motivate behavior based on the principles of operant conditioning
  • 18.  
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  • 20. Why Programs Fail
  • 21. Programs fail… … because they are programs
  • 22. Rewards are not necessarily reinforcing
  • 23. 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
  • 24. Inconsistent & unfair administration
  • 25. Programs foster cheating and destroy teamwork
  • 26. Programs reduce … … creativity and risk taking
  • 27. Extrinsic reinforcement… … reduces intrinsic motivation
  • 28. Programs have no impact on culture
  • 29. Reward programs … … reduce overall motivation
  • 30. How do most top performers get rewarded?
  • 33.  
  • 34. Forget about motivation…
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  • 37. In other words…
  • 38. Fully in the Game
  • 39. Robust Impact of Engagement Productivity & Performance Profitability Turnover Absenteeism Employee Fraud Customer Satisfaction & Loyalty Quality Defects Safety Compliance Employee Satisfaction Physical & Psychological Well-Being
  • 40. motivated and engaged ? What is the difference between
  • 41. Motivated Engaged External Focus Internal Focus Opportunistic Committed Short-term View Long-term View Self Organization Narrow Focus Big Picture Unstable Stable
  • 42. Levels of Engagement
  • 43. Engagement Meter 1 2 3 4 5 Actively disengaged Disengaged Opportunistic Engaged Actively engaged
  • 44. 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
  • 45. How do we engage employees?
  • 46. Not with programs
  • 47. Realizing sustainable increases in employee engagement requires impacting the culture of your organization
  • 49. the RESPECT™ model
  • 50. An actionable philosophy which guides and directs behavior
  • 51. Respects the Organization ORGANIZATION RESPECT INDIVIDUAL WORK TEAM SUPERVISOR
  • 52. Respects the Supervisor SUPERVISOR RESPECT ORGANIZATION INDIVIDUAL WORK TEAM
  • 53. Respects Team Members TEAM RESPECT SUPERVISOR ORGANIZATION INDIVIDUAL WORK
  • 54. Respects the Work WORK RESPECT TEAM SUPERVISOR ORGANIZATION INDIVIDUAL
  • 55. Feels Respected INDIVIDUAL RESPECT WORK TEAM SUPERVISOR ORGANIZATION
  • 56. 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
  • 57. the RESPECT™ drivers
  • 58.
  • 59.
  • 60. 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
  • 61.
  • 62. 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
  • 63.
  • 64. P ARTNERING “ In the past a leader was the boss. Today’s leaders must be partners with their people” -- Ken Blanchard
  • 65.
  • 66. 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
  • 67.
  • 68. C ONSIDERATION “ People do not care how much you know until they know how much you care .” -- John Maxwell
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  • 77.  
  • 78.
  • 79. 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?
  • 80. 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
  • 81. 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
  • 82.  
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  • 86. Questions & Discussion
  • 88.  

Editor's Notes

  1. Ultimately, partnering can only occur among equals. “Keeping employees well informed will keep them well-engaged”
  2. Update screenshot