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Leading Age New York      presents Dave Caperton with:The Fezziwig Principles Success through Joyful, Compassionate,      ...
The Ghost of Jacob Marley on  the Business of Business              "But you were always a good man of              busine...
“A Small Matter” said the ghost...“to make these silly people so full of gratitude.”“Small.” echoed Scrooge.The Spirit sig...
Lack of TRUST is epidemic  11% of employees see consistency  between manager’s words and actions  7% trust their senior le...
The Power of PerceptionHow many triangles?
The Virtues of Fezziwig• JOYFUL -Fun, Positively Engaged,  Celebratory• COMPASSIONATE -Open, Caring,  Grateful• RESPONSIBL...
The Effects of Power       When people wield power they:Become more focused ontheir own needs and wantsBecome less focused...
The Cookie Experiment      Dacher Keltner, Deborah Gruenfield,          Cameron Anderson, 2003                        Quic...
The Toxic TandemFollowers devote immenseenergy to watching,interpreting and worryingabout even the smallestmoves their sup...
The Fallacy of CentralityThe assumption thatbecause one holds acentral position, oneautomatically knows               Qui...
High Powered Danger         source: Karolinska Institute and Stockholm University, 200810 year study of 3,100 men aged19-...
What Employees WantAccording to Employers:    High Pay    Opportunity for    Advancement    Job Security
What Employees WantAccording to Employees:     Recognition for the     work they do     To feel a valued part of     the o...
Why Employees LeaveFrom: The 7 Hidden Reasons Employees Leave, by Leigh Rivenbark, 2005                                   ...
The Recognition Gap65% of American workerssurveyed reported thatthey had experiencedNO recognition for workin the past yea...
The Cost of Disengagement                                     22 million workers are                                     ...
The Power of Focus“We found that one person,specifically the manager in thiscontext, can eliminate almostALL of the active...
We Tend to Get What We Focus OnJOY                                            PAIN  Everything that happens in life places...
The Power of Shared Laughter   Is associated with Joy   Is a Coping tool   Reduces Stress   Connects people like almost no...
The Humor Response Smile (the primary humor response) Laughter Violent Laughter Finally …you pee
The workplace environment of:   In a        Value of TRUSTStrong trust                Weak trustMore committed to their   ...
Worth a FortunePositive emotions areperhaps more powerfulthan negative emotionsOne person’s                             ...
Words and Looks Attitudes and Feelings inFace-to-Face Communication       Words = 7%       Voice = 38%      Physical = 55%...
The Magic RatioA 5 to 1 ratio of positiveto negative interactionscan predict a successfulmarriageWorkgroups with a 3 to 1+...
The Power of P.R.A.I.S.E.P ersonal      Meaningful and specific               praise is vastly superiorR ecognition   and ...
Compassionate Leadership
What it Means to be a Leader“The first responsibility of a leader is todefine reality. The last is to say ‘Thankyou’. In b...
The Cost of Employee Dissatisfaction“Research [...] shows that employees whoperform better and have more training,educatio...
Herb Kelleher on the Business of Business “The business of business is people. The synergy in our opinion was simple: Hono...
Words and Looks       The Golden Rule “Do Unto Others as You Would   Have Them Do Unto You”       The Platinum Rule“Do Unt...
A Short Course in LeadershipPh.D in leadership. Short course: Make ashort list of all the things done to you thatyou abhor...
Things Slight and Insignificant Whether a manager focuses on strengths, weaknesses, or nothing makes all the       differe...
Coaching as TeachingOne day we visited six or seven restaurants in South Central L.A.These were workplaces where employees...
Leadership Models“We’ve been looking at video of Herb Kelleher justwalking down the hallway at Love Field in Dallas and it...
Fezziwig’s Inventory1. How does your organization practice the Fezziwig principles?2. How do you as a leader demonstrate F...
Things Slight and Insignificant“When we think about leaders and thevariety of gifts that people bring toinstitutions, we s...
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The Fezziwig Principles.Ppt

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Creating a healthy and successful workplace culture through joyful, compassionate, people-centered leadership as exemplified by Scrooge’s first boss, Old Fezziwig in Dicken’s classic, A Christmas Carol.

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The Fezziwig Principles.Ppt

  1. 1. Leading Age New York presents Dave Caperton with:The Fezziwig Principles Success through Joyful, Compassionate, People-Centered Leadership DNS/DSW The Sagamore November 14, 2012
  2. 2. The Ghost of Jacob Marley on the Business of Business "But you were always a good man of business, Jacob," faltered Scrooge, who now began to apply this to himself. "Business!" cried the Ghost, wringing its hands again. "Mankind was my business. The common welfare was my business; charity, mercy, forbearance, and benevolence, were, all, my business. The dealings of my trade were but a drop of water in the comprehensive ocean of my business!" (Dickens, C. 1843. A Christmas Carol)
  3. 3. “A Small Matter” said the ghost...“to make these silly people so full of gratitude.”“Small.” echoed Scrooge.The Spirit signed to him to listen to the twoapprentices, who were pouring out their hearts inpraise of Fezziwig: and when he had done so, said,“Why. Is it not. He has spent but a few pounds of yourmortal money: three or four perhaps. Is that so muchthat he deserves this praise.”“It isnt that,” said Scrooge, heated by the remark, andspeaking unconsciously like his former, not his latter,self. “It isnt that, Spirit. He has the power to render ushappy or unhappy; to make our service light orburdensome; a pleasure or a toil. Say that his powerlies in words and looks; in things so slight andinsignificant that it is impossible to add and countthem up: what then. The happiness he gives, is quiteas great as if it cost a fortune.”
  4. 4. Lack of TRUST is epidemic 11% of employees see consistency between manager’s words and actions 7% trust their senior leaders to look out for their best interests 7% trust co-workers to do so Maritz poll, March 2010
  5. 5. The Power of PerceptionHow many triangles?
  6. 6. The Virtues of Fezziwig• JOYFUL -Fun, Positively Engaged, Celebratory• COMPASSIONATE -Open, Caring, Grateful• RESPONSIBLE -Fair, Principled and Accountable
  7. 7. The Effects of Power When people wield power they:Become more focused ontheir own needs and wantsBecome less focused onothers’ needs, wants, andactionsAct as if unwritten rules thatothers are expected to followdon’t apply to them Robert Sutton, HBR, June 2009
  8. 8. The Cookie Experiment Dacher Keltner, Deborah Gruenfield, Cameron Anderson, 2003 QuickTime™ and a decompressor are needed to see this picture.Even when arbitrarily given, power over otherschanges us and our awareness of other people.
  9. 9. The Toxic TandemFollowers devote immenseenergy to watching,interpreting and worryingabout even the smallestmoves their superiors makePeople tend to interpretwhat they see the boss doin a negative light
  10. 10. The Fallacy of CentralityThe assumption thatbecause one holds acentral position, oneautomatically knows QuickTime™ and a decompressor are needed to see this picture.everything necessary toexercise effectiveleadership.
  11. 11. High Powered Danger source: Karolinska Institute and Stockholm University, 200810 year study of 3,100 men aged19-70Those with “bad” bosses had QuickTime™ and a decompressor are needed to see this picture.24% increased risk of heartdisease (<4 years exposure)Long term exposure increased to “Now that we know that64% risk abusive bosses cause heart(>4 years) disease, we’re taking action. We’re putting defibrillators inRisk was independent of other every department.”risk factors (smoking, etc.)
  12. 12. What Employees WantAccording to Employers: High Pay Opportunity for Advancement Job Security
  13. 13. What Employees WantAccording to Employees: Recognition for the work they do To feel a valued part of the organization To know that someone cares about them personally
  14. 14. Why Employees LeaveFrom: The 7 Hidden Reasons Employees Leave, by Leigh Rivenbark, 2005 Employees quit bad relationships more than bad jobs 90% leave because of issues with their job, QuickTime™ and a decompressor manager, culture or environment. are needed to see this picture. 90% of managers believe employees stay or go mostly for the money Top reason for leaving: feeling unappreciated.
  15. 15. The Recognition Gap65% of American workerssurveyed reported thatthey had experiencedNO recognition for workin the past year(Gallup, 2004)
  16. 16. The Cost of Disengagement 22 million workers are extremely negative or “actively disengaged” QuickTime™ and a decompressor are needed to see this picture. $250-300 billion a year in lost productivity As high as $1 trillion with work injury, illness, turnover, etc. or 10% 0f GDP -According to Gallup
  17. 17. The Power of Focus“We found that one person,specifically the manager in thiscontext, can eliminate almostALL of the activedisengagement in the workplace ifhe or she focuses primarily on anemployee’s strengths.” -Tom Rath, How Full Is Your Bucket?
  18. 18. We Tend to Get What We Focus OnJOY PAIN Everything that happens in life places us somewhere on our personal continuum between joy and pain. Except for the relatively rare extremes of tragedy and triumph, we get to decide what each experience means. That’s the amazing ability of being human.
  19. 19. The Power of Shared Laughter Is associated with Joy Is a Coping tool Reduces Stress Connects people like almost nothing else
  20. 20. The Humor Response Smile (the primary humor response) Laughter Violent Laughter Finally …you pee
  21. 21. The workplace environment of: In a Value of TRUSTStrong trust Weak trustMore committed to their High levels of activeorganization disengagement 4% completely satisfied58% completely satisfied with their jobwith their job 7% would be willing to63% happy to spend spend entire careerrest of career there Just 3% look forward to50% look forward to coming to workcoming to work
  22. 22. Worth a FortunePositive emotions areperhaps more powerfulthan negative emotionsOne person’s QuickTime™ and ahappiness continues to decompressor are needed to see this picture.have a significant impactat a third degree ofseparation Fowler, J.H. & Christakis, N.A. (2008)
  23. 23. Words and Looks Attitudes and Feelings inFace-to-Face Communication Words = 7% Voice = 38% Physical = 55% Dr. Albert Mehrabian, UCLA
  24. 24. The Magic RatioA 5 to 1 ratio of positiveto negative interactionscan predict a successfulmarriageWorkgroups with a 3 to 1+ ratio were significantlymore productiveAt 13 to 1, productionworsens. John Gottman, 1992
  25. 25. The Power of P.R.A.I.S.E.P ersonal Meaningful and specific praise is vastly superiorR ecognition and more useful than general and platitudinousA ppropriate recognition. IndividualsI ndividual crave attention and respond to it mostS pecific positively when it is personal, specific andE arnest sincere.
  26. 26. Compassionate Leadership
  27. 27. What it Means to be a Leader“The first responsibility of a leader is todefine reality. The last is to say ‘Thankyou’. In between the two, the leader mustbecome a servant and a debtor. That sumsup the progress of an artful leader.” -Max De Pree, Leadership Is an Art
  28. 28. The Cost of Employee Dissatisfaction“Research [...] shows that employees whoperform better and have more training,education and ability are the most likely toquit if dissatisfied.” -Anthony J. Nyberg and Charlie O. Trevor, Harvard Business Review, June 2009
  29. 29. Herb Kelleher on the Business of Business “The business of business is people. The synergy in our opinion was simple: Honor, respect, care for, protect and reward your employees regardless of title or position. And in turn they will treat the external customers in a warm, caring and hospitable way. This causes external customers to return, thus bringing joy to the shareholders.”
  30. 30. Words and Looks The Golden Rule “Do Unto Others as You Would Have Them Do Unto You” The Platinum Rule“Do Unto Others as THEY Would Have You Do Unto Them” Tony Allesandro - The Platinum Rule
  31. 31. A Short Course in LeadershipPh.D in leadership. Short course: Make ashort list of all the things done to you thatyou abhorred. Don’t do that to others.Ever. Make another list of all the thingsdone to you that you loved. Do them toothers. Always. -Dee Hock, founder of Visa
  32. 32. Things Slight and Insignificant Whether a manager focuses on strengths, weaknesses, or nothing makes all the difference to whether or not workers are engaged and positive. No focus on strengths or weaknesses = 40% chance of A.D. Focus on weaknesses= 22% chance of A.D. Focuses on strengths = 1% chance of A.D.
  33. 33. Coaching as TeachingOne day we visited six or seven restaurants in South Central L.A.These were workplaces where employees typically didn’t get a ton ofpraise or thank-yous. At each one, I’d go behind the counter, get on thefood prep line and catch an employee doing something right. I’d say,‘Great job-that’s the perfect way to portion that taco’ and then turn tothe next person down the line and ask, ‘Did you see how well this wasdone?’ Or I’d stand in the middle of the restaurant and half shout, ‘Whodid the walk-in today?’ There would be silence and then someone wouldsay, ‘I did.’ And I’d compliment him on the job and ask the people in thekitchen to gather around so they could see what had gone right and whatcould be done even better next time. -Julia Stewart, CEO, DineEquity
  34. 34. Leadership Models“We’ve been looking at video of Herb Kelleher justwalking down the hallway at Love Field in Dallas and it’sas though there were a circle of good feeling radiatingaround him wherever he went. Everyone, passengers,personnel, you know, passers-by all of a sudden light upand beam because he was someone who engaged people,was positive and who let you know that he was tuning intoyou and was doing it with such positivity that it wascontagious.” -Daniel Goleman, author of Emotional Intelligence and Social Intelligence
  35. 35. Fezziwig’s Inventory1. How does your organization practice the Fezziwig principles?2. How do you as a leader demonstrate Fezziwig’s virtues?3. Which leader, in your view, is the clearest example of the FezziwigPrinciple and why?4. Laughter is bonding. Share a funny story from your own experienceat work or home.5. Brainstorm to come up with at least one concrete action, change orinitiative to make your leadership more joyful, compassionate, andpeople-centered.
  36. 36. Things Slight and Insignificant“When we think about leaders and thevariety of gifts that people bring toinstitutions, we see that the art ofleadership lies in polishing and liberatingand enabling those gifts.” -Max De Pree, Leadership Is an Art

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