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.
1.My job/Boeing/FAA 2. Why-to (smoking) 3. VSC/All life 4.Leadership: long-term/principled/proactive/open/invested in people/success as a by-product 5. Your leadership challenges
VSC - “It’s ALL LIFE.” Most ethical companies are generally also some of the most consistently successful. Ford, Campbells Soups, GE, Starbucks, T-Mobile, Adobe, Symantec, pepsico and the Cleveland Clinic
1. Open books to section with Fezziwig (Stave 2) 2.Fezziwig and Scrooge: Characteristics
1. Trust is a perception 2. Korean POW camps: 38% death rate (highest of any war) -How Full Is Your Bucket? p.7
1. Perception is reality: Markets, the economy, politics, personal levels of stress 2. What is “real” is subjective and can create results even if not objectively real: Sharks 3. the smart leader strives to understand perceptions and works to change them at the root level
Joy - humor Skillet
Michael in The Office is clueless about how he comes across.
Lack of self-awareness and lessened attention on others plus increased scrutiny from below that tends to be negatively interpreted = Toxic Tandem
DOL survey : What do your people want? Employers/employees
DOL survey : What do your people want? Employers/employees
What is the impact of a great leader/teacher/mentor? The power of focus. Story: Computer freeze
1.The power of focus - Heigh-ho story 2. Our focus is affected by input
Read Chute Dogging from Happiness Is a Funny Thing
1.Tom Rath Gallup 15 million employees- positive emotions more powerful than negative. Recognition and praise: +productivity +engagement +loyalty +satisfaction +longevity +safety records 2. Just one person can infuse pos. emotions into an entire group.
Is it possible to be too positive and praising? Yes, but it’s rare. Barney syndrome (millenials?) List a behavior that you had to address as a leader. Think of that individual. Can you come up with 3 positive behaviors or traits?
Brain research on learning shows the emotional nature of human brain. Emotions trump reason in a learning situation. 1st priority: Survival data, 2nd priority: emotional data 3rd (distant) new learning. We are emotional creatures first: feeling precedes doing
Reading list available with two new additions: This Is Water by David Foster Wallace and Joy Rules by Filomena Warrihay, PhD
1. Attributes of a great employee: Attitudes/Skills
We tend to lose the best people first. High potentials know they have options. 1 in 3 admits not putting forth best efforts, 1 in 4 expects to leave within a year, 1 in 5 believes his/her aspirations don’t match what the organization has planned, 40% have little confidence in co-workers and less in leadership (Corporate exec. board, Sept. 2009)
Leadership: look long-term, seek understanding, be a visionary, a teacher, a coach, a mentor, and a cheerleader, take more of the blame, less of the credit.
Get out your Fezziwig surveys. Draw a line between your reponses and determine whether it is generally to the right (Fezziwig!), zigs and zags from middle to the right (close to Fezziwig), hovers in middle (potential Fezziwig), to the left (probably unaware of their impact)
The opposite of love isn’t hate, it is apathy. Perhaps negatively focused leaders are getting some success (22% chance of AD) which is better than 40% AD with apathy, but much worse than positive focus (1% AD)
Positive focus and recognition in action
1.Group work - leader/scribe
ACTION STEPS- Make a list of the principles
The Fezziwig Principles.Ppt
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
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)
“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.”
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
The Virtues of Fezziwig• JOYFUL -Fun, Positively Engaged, Celebratory• COMPASSIONATE -Open, Caring, Grateful• RESPONSIBLE -Fair, Principled and Accountable
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
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.
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
The Fallacy of CentralityThe assumption thatbecause one holds acentral position, oneautomatically knows QuickTime™ and a decompressor are needed to see this picture.everything necessary toexercise effectiveleadership.
High Powered Danger source: Karolinska Institute and Stockholm University, 200810 year study of 3,100 men aged19-70Those 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 inRisk was independent of other every department.”risk factors (smoking, etc.)
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 organization To know that someone cares about them personally
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.
The Recognition Gap65% of American workerssurveyed reported thatthey had experiencedNO recognition for workin the past year(Gallup, 2004)
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
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?
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.
The Power of Shared Laughter Is associated with Joy Is a Coping tool Reduces Stress Connects people like almost nothing else
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 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
Worth a FortunePositive emotions areperhaps more powerfulthan negative emotionsOne 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)
Words and Looks Attitudes and Feelings inFace-to-Face Communication Words = 7% Voice = 38% Physical = 55% Dr. Albert Mehrabian, UCLA
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
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.
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
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
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.”
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
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
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.
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
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
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.
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