Leading with  RESPECT     Presented to:  Autism Speaks   Paul L. Marciano, Ph.D. July 14, 2011
What is the job of a  leader ?
To  inspire  others to  act  in ways that fulfill on the  mission  of your organization
“ Our goal is to  change  the future for all who struggle with Autism Spectrum Disorder”
Science …finding a cure Family   Services …making life better Advocacy …changing the future Awareness …don’t forget our ch...
“ We are committed to raising the  funds  necessary to support these goals.”  Field Operations Department
 
Your  people  are your greatest asset Are you maximizing their  talents ?
people give you their best  effort ?  How do you  lead  in such a way that
 
RESPECT Who? How? What?
Lorenzo Marciano
 
 
Why care about  respect ?
Respect  = Power Power is the ability to  influence  others Power Respect
 
When was a time that you lost or gained  respect for a  leader  and what was the  impact ?
Respect     Discretionary Effort
First  day
 
 
My  Story
We have new recruits at  “Hello”
© 2011 Whiteboard, LLC 1 Internal Got “it” or don’t 2 3 Environment Potential for “it” Work Ethic 4 5 Fixable Fixed
 
 
How do we create an  environment that leads people to  flourish ?
Not with traditional  programs
What Do We Mean  by Carrots and Sticks? Using rewards and punishments to  motivate  behavior based on the principles of op...
 
 
Why Programs  Fail
Programs  fail… … because they are  programs
Goals can  limit  performance “ I never have a  goal  that involves number of  wins —never. It would just tend to  limit  ...
Programs  narrow  scope of vision… … that can lead to  missed  opportunities
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…
 
<ul><li>Engagement is a  psycho logical construct  which refers to an individual’s  commitment  to one’s organization, wor...
In other  words…
Fully in the Game
Robust Impact of  Engagement Productivity & Performance Profitability Turnover Absenteeism Employee Fraud Customer Satisfa...
motivated  and  engaged ? What is the difference between
Motivated Engaged External Focus Internal Focus Opportunistic Committed Short-term View Long-term View Self Organization N...
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...
What kind of  behaviors  do you see with an actively engaged staff member?
How do we  engage  staff?
Realizing  sustainable increases  in  engagement requires impacting the  culture  of your organization
Culture Behavior
“ Your job gives you  authority   …  …  your behavior gives you  respect ” Irwin Federman, U.S. Venture Partners
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  … ...
the  RESPECT™  drivers
R   ECOGNITION <ul><li>“ A  pat on the back  is only a few vertebrae removed from a kick in the pants, but is miles ahead ...
Turnkey Solutions & Best Practices  Recognition <ul><li>Send a handwritten “thank you” note home </li></ul><ul><li>Spread ...
E MPOWERMENT “ The most vital task of the leader is to motivate, inspire,  empower  and encourage the team's primary resou...
Turnkey Solutions & Best Practices  Empowerment <ul><li>Create powerful on-boarding and new hire training  programs; set s...
S UPPORTIVE FEEDBACK “ No one enjoys addressing others' deficiencies but failure to do so  sends the message  that people ...
Turnkey Solutions & Best Practices  Supportive Feedback <ul><li>Focus on behavior and impact of behavior not attitude </li...
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 <ul><li>Conduct an internal service assessment </li></ul><ul><li>Develop a ...
E XPECTATIONS “ Set your  expectations  high; find men and women whose integrity and values you  respect ; get their agree...
Turnkey Solutions & Best Practices  Expectations <ul><li>Give job candidates the “real deal” </li></ul><ul><li>Set clear e...
C ONSIDERATION “ People do not care how much you know until they know how much you  care .” -- John Maxwell
Turnkey Solutions & Best Practices  Consideration <ul><li>Know your staff, e.g., hobbies, interest, family </li></ul><ul><...
T RUST <ul><li>“ Leadership without  mutual trust  is a contradiction in terms.” </li></ul>-- Warren Bennis
Turnkey Solutions & Best Practices  Trust <ul><li>Avoid micro-managing </li></ul><ul><li>Keep your promises </li></ul><ul>...
None of this works without . . . communication
Communication is the  life   blood  of your organization
“ Communicate  everything to your associates.  The more they  know , the more they  care .  Once they care, there is  no s...
What can you do to create and foster an environment of RESPECT in  your  organization?
“ Be the  change  you want to see in the world”  -- Ghandi
Question  &  Comments
For a copy of this presentation Email:  [email_address]
Thank  You
 
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  • Carabiniere – Special force of policemen that belong to the army.
  • Ultimately, partnering can only occur among equals. “Keeping employees well informed will keep them well-engaged”
  • Autism speaks presentation

    1. 1. Leading with RESPECT     Presented to: Autism Speaks   Paul L. Marciano, Ph.D. July 14, 2011
    2. 2. What is the job of a leader ?
    3. 3. To inspire others to act in ways that fulfill on the mission of your organization
    4. 4. “ Our goal is to change the future for all who struggle with Autism Spectrum Disorder”
    5. 5. Science …finding a cure Family Services …making life better Advocacy …changing the future Awareness …don’t forget our children
    6. 6. “ We are committed to raising the funds necessary to support these goals.” Field Operations Department
    7. 8. Your people are your greatest asset Are you maximizing their talents ?
    8. 9. people give you their best effort ? How do you lead in such a way that
    9. 11. RESPECT Who? How? What?
    10. 12. Lorenzo Marciano
    11. 15. Why care about respect ?
    12. 16. Respect = Power Power is the ability to influence others Power Respect
    13. 18. When was a time that you lost or gained respect for a leader and what was the impact ?
    14. 19. Respect  Discretionary Effort
    15. 20. First day
    16. 23. My Story
    17. 24. We have new recruits at “Hello”
    18. 25. © 2011 Whiteboard, LLC 1 Internal Got “it” or don’t 2 3 Environment Potential for “it” Work Ethic 4 5 Fixable Fixed
    19. 28. How do we create an environment that leads people to flourish ?
    20. 29. Not with traditional programs
    21. 30. What Do We Mean by Carrots and Sticks? Using rewards and punishments to motivate behavior based on the principles of operant conditioning
    22. 33. Why Programs Fail
    23. 34. Programs fail… … because they are programs
    24. 35. 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
    25. 36. Programs narrow scope of vision… … that can lead to missed opportunities
    26. 37. Programs reduce … … creativity and risk taking
    27. 38. Extrinsic reinforcement… … reduces intrinsic motivation
    28. 39. Programs have no impact on culture
    29. 40. Reward programs … … reduce overall motivation
    30. 41. How do most top performers get rewarded?
    31. 42. And…
    32. 43. sticks don’t work
    33. 45. Forget about motivation…
    34. 47. <ul><li>Engagement is a psycho logical construct which refers to an individual’s commitment to one’s organization, work, team, supervisor, and customers and which is demonstrated behaviorally through high levels of discretionary effort </li></ul>
    35. 48. In other words…
    36. 49. Fully in the Game
    37. 50. Robust Impact of Engagement Productivity & Performance Profitability Turnover Absenteeism Employee Fraud Customer Satisfaction & Loyalty Quality Defects Safety Compliance Employee Satisfaction Physical & Psychological Well-Being
    38. 51. motivated and engaged ? What is the difference between
    39. 52. Motivated Engaged External Focus Internal Focus Opportunistic Committed Short-term View Long-term View Self Organization Narrow Focus Big Picture Unstable Stable
    40. 53. Levels of Engagement
    41. 54. Engagement Meter 1 2 3 4 5 Actively disengaged Disengaged Opportunistic Engaged Actively engaged
    42. 55. 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
    43. 56. What kind of behaviors do you see with an actively engaged staff member?
    44. 57. How do we engage staff?
    45. 58. Realizing sustainable increases in engagement requires impacting the culture of your organization
    46. 59. Culture Behavior
    47. 60. “ Your job gives you authority … … your behavior gives you respect ” Irwin Federman, U.S. Venture Partners
    48. 61. the RESPECT™ model
    49. 62. An actionable philosophy which guides and directs behavior
    50. 64. Respects the Organization ORGANIZATION RESPECT INDIVIDUAL WORK TEAM SUPERVISOR
    51. 65. Respects the Supervisor SUPERVISOR RESPECT ORGANIZATION INDIVIDUAL WORK TEAM
    52. 66. Respects Team Members TEAM RESPECT SUPERVISOR ORGANIZATION INDIVIDUAL WORK
    53. 67. Respects the Work WORK RESPECT TEAM SUPERVISOR ORGANIZATION INDIVIDUAL
    54. 68. Feels Respected INDIVIDUAL RESPECT WORK TEAM SUPERVISOR ORGANIZATION
    55. 69. 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
    56. 70. the RESPECT™ drivers
    57. 71. R ECOGNITION <ul><li>“ A pat on the back is only a few vertebrae removed from a kick in the pants, but is miles ahead in results.” </li></ul><ul><li> -- W. Wilcox </li></ul>Thank You
    58. 72. Turnkey Solutions & Best Practices Recognition <ul><li>Send a handwritten “thank you” note home </li></ul><ul><li>Spread the word; inform higher ups </li></ul><ul><li>Create a wall of great ideas </li></ul><ul><li>Hold work up as an example </li></ul><ul><li>Increase decision making & autonomy </li></ul><ul><li>Create more opportunities </li></ul><ul><li>Document performance in personnel file </li></ul>
    59. 73. 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
    60. 74. Turnkey Solutions & Best Practices Empowerment <ul><li>Create powerful on-boarding and new hire training programs; set staff up for success </li></ul><ul><li>Ask staff how you can reduce barriers and help them do their jobs better </li></ul><ul><li>Increase flow of communication, e.g., hold monthly lunches and invite a leader or team member from another department to share updates </li></ul><ul><li>Increase level of autonomy and decision making </li></ul><ul><li>Create learning opportunities through delegation </li></ul>
    61. 75. 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
    62. 76. Turnkey Solutions & Best Practices Supportive Feedback <ul><li>Focus on behavior and impact of behavior not attitude </li></ul><ul><li>Schedule time on the calendar for regular feedback </li></ul><ul><li>Utilize “coaching moments” – quick feedback </li></ul><ul><li>Add role-play to supplement verbal comments </li></ul><ul><li>Keep feedback future focused </li></ul><ul><li>Be selective and focused in your feedback; prioritize </li></ul><ul><li>Serve as a role model and ask staff to provide you with feedback </li></ul>
    63. 77. P ARTNERING “ In the past a leader was the boss. Today’s leaders must be partners with their people” -- Ken Blanchard
    64. 78. Turnkey Solutions & Best Practices Partnering <ul><li>Conduct an internal service assessment </li></ul><ul><li>Develop a mentoring program </li></ul><ul><li>Create a staff council to provide feedback and have input on organizational decisions – especially those relevant to their jobs and benefits </li></ul><ul><li>Increase communication through town hall meetings, weekly newsletters, and a company blog </li></ul><ul><li>Eliminate differences in benefits and perks, e.g., parking spaces, healthcare, and company cars </li></ul>
    65. 79. 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
    66. 80. Turnkey Solutions & Best Practices Expectations <ul><li>Give job candidates the “real deal” </li></ul><ul><li>Set clear expectations from beginning, e.g., volunteer and staff partnership agreement </li></ul><ul><li>Keep focused on organizational mission </li></ul><ul><li>“ What gets measured gets done”; track progress </li></ul><ul><li>Put checkpoints in place; especially early </li></ul><ul><li>Consequate behavior early; “Confused & “Concerned” </li></ul><ul><li>Hold yourself and your people accountable! </li></ul>
    67. 81. C ONSIDERATION “ People do not care how much you know until they know how much you care .” -- John Maxwell
    68. 82. Turnkey Solutions & Best Practices Consideration <ul><li>Know your staff, e.g., hobbies, interest, family </li></ul><ul><li>Be on time & follow-up promptly </li></ul><ul><li>Celebrate accomplishments & special days </li></ul><ul><li>Regularly ask staff members for their opinions & ideas </li></ul><ul><li>Create flexibility in schedule </li></ul><ul><li>Keep people in the information loop; ask if they would like to be copied on emails or join meetings </li></ul><ul><li>Give people your full attention during meetings </li></ul>
    69. 83. T RUST <ul><li>“ Leadership without mutual trust is a contradiction in terms.” </li></ul>-- Warren Bennis
    70. 84. Turnkey Solutions & Best Practices Trust <ul><li>Avoid micro-managing </li></ul><ul><li>Keep your promises </li></ul><ul><li>Own up to mistakes </li></ul><ul><li>Talk to people not about them </li></ul><ul><li>Be honest and direct </li></ul><ul><li>Give credit where credit is due </li></ul><ul><li>Increase autonomy </li></ul><ul><li>“ Walk the talk”; don’t say one thing and do another </li></ul>
    71. 85. None of this works without . . . communication
    72. 86. Communication is the life blood of your organization
    73. 87. “ Communicate everything to your associates. The more they know , the more they care . Once they care, there is no stopping them.” -- Sam Walton
    74. 88. What can you do to create and foster an environment of RESPECT in your organization?
    75. 89. “ Be the change you want to see in the world” -- Ghandi
    76. 90. Question & Comments
    77. 91. For a copy of this presentation Email: [email_address]
    78. 92. Thank You

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