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RESPECTing Your Employees Today Is an Investment in the Court's Tomorrow<br />MAACM<br />September 19, 2011<br />Williamsburg, VA <br />by<br /> Paul L. Marciano, Ph.D.<br />

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What does the future hold? <br />

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The Judiciary’s ability to thrive today and in the future depends on its ability to evolve and adapt to changing environmental conditions and challenges . . .<br />

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. . . while remaining connected to and anchored in its history, traditions, mission and core values<br />

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And that depends on engaging every single member of your team<br />

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What would be possible in your organization if all employees were . . . <br />

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Fully in the Game<br />

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Levels of Engagement<br />

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Opportunistic<br />3<br />Disengaged<br />Engaged<br />2<br />4<br />Actively disengaged<br />Actively engaged<br />1<br />5<br />Engagement Meter<br />

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Hopes not to see problem; <br />will help if personal benefit<br />3<br />Ignores the<br />problem<br />Willingly helpswhen asked<br />2<br />4<br />Createsthe problem<br />Proactive;<br />fix & prevent<br />1<br />5<br />Engagement Meter<br />

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Consider . . .<br />

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We have new employees at <br />“Hello”<br />

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First day of new job<br />

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Employees come ready to engage<br />

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What is the level of engagement of your staff?<br />

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Are you maximizing their ROI to the organization?<br />

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

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How do we create a culture that allows our staff to flourishand give maximum discretionary effort?<br />

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with respect<br />

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“<br />I’m not concerned with your liking or disliking me. All I ask is that you respectme as a human being.<br />~ Jackie Robinson <br />”<br />

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As leaders, consider . . .<br />

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Respect = PowerPower is the ability to influence others<br />Power<br />Respect<br />

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No respectNo followersNo power<br />

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the RESPECT™ model<br />

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An actionable philosophy which guides and directs behavior<br />

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Respects the Organization<br />ORGANIZATION<br />INDIVIDUAL<br />SUPERVISOR<br />RESPECT<br />WORK<br />TEAM<br />

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Respects the Supervisor<br />SUPERVISOR<br />ORGANIZATION<br />TEAM<br />RESPECT<br />INDIVIDUAL<br />WORK<br />

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Respects Team Members<br />TEAM<br />SUPERVISOR<br />WORK<br />RESPECT<br />ORGANIZATION<br />INDIVIDUAL<br />

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Respects the Work<br />WORK<br />TEAM<br />INDIVIDUAL<br />RESPECT<br />SUPERVISOR<br />ORGANIZATION<br />

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FeelsRespected<br />INDIVIDUAL<br />WORK<br />ORGANIZATION<br />RESPECT<br />TEAM<br />SUPERVISOR<br />

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“<br />Posada felt disrespected about being bumped to the ninth spot in the lineup. <br />He then told Girardi he couldn’t play …<br />”<br />Yankees vs. Boston, 5-14-11; Boston wins 6-0<br />

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the RESPECT™ drivers<br />

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RECOGNITION<br />Thank<br />You<br />

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Turnkey Solutions & Best Practices <br />Recognition<br /><ul><li>Send a handwritten “thank you” note home

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Spread the word; inform higher ups

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Hold exemplary work up as an example

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Increase decision making & autonomy

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Create a (virtual) recognition wall

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Encourage team members to recognize each other

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Document performance in personnel file </li></li></ul><li>EMPOWERMENT<br />

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Turnkey Solutions & Best Practices <br />Empowerment<br /><ul><li> Create powerful on-boarding and new hire training programs; set employees up for success

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Ask employees what tools, training and resources they need to be more successful at their job

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Ask employees how you can reduce barriers and help them do their jobs better

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Increase level of cross-training

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Create learning opportunities through delegation

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Give more autonomy and decision making responsibility</li></li></ul><li>SUPPORTIVE FEEDBACK<br />

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Turnkey Solutions & Best Practices <br />Supportive Feedback<br /><ul><li>Deliver specific feedback focused on behaviors and their impact

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Utilize immediate “coaching moments”

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Discuss alternative approaches and behaviors

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Add role-play to supplement verbal comments

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Utilize prompts and schedule time for regular feedback

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Be selective and focused in your feedback; prioritize

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Serve as a role model and ask employees to provide you with feedback</li></li></ul><li>PARTNERING<br />

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Turnkey Solutions & Best Practices <br />Partnering<br /><ul><li> Conduct an internal service audit

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Develop a mentoring program

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Create an employee council to provide feedback and have input on organizational decisions – especially those relevant to their jobs and benefits

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Increase communication through town hall meetings, weekly newsletters, and a company blog

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Eliminate differences in benefits and perks, e.g., parking spaces, healthcare, and company cars

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Offer to “jump in” and help out</li></li></ul><li>EXPECTATIONS<br />

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Turnkey Solutions & Best Practices <br />Expectations<br /><ul><li> Give job candidates the “real deal”

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Set clear, challenging, and measurable goals

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Set goals relative to employee’s abilities and ambitions

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Document expectations to ensure common understanding

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Put checkpoints in place; especially early and late

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Hold a “compare expectations” exercise

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Employ “confused and concerned” conversations

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Hold people accountable</li></li></ul><li>CONSIDERATION<br />

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Turnkey Solutions & Best Practices <br />Consideration<br /><ul><li>Take an active and appropriate interest in your staff’s personal lives, e.g., hobbies, interest, family

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Say “please,” “thank you” and “excuse me”

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Be on time for meetings

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Follow-up promptly to emails and phone calls

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Regularly ask employees for their opinions & ideas

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Create flexibility in work schedule

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Keep people in the information loop; ask if they would like to be copied on emails or join meetings

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Give people your full attention during meetings</li></li></ul><li>TRUST<br />

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Turnkey Solutions & Best Practices <br />Trust<br /><ul><li> Avoid micro-managing

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Keep your promises

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Own up to mistakes

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Talk to people not about them

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Be honest and direct

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Increase autonomy and delegate meaningful tasks

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“Walk the talk”; don’t say one thing and do another

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If trust is broken, move on</li></li></ul><li>

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What can you do today to foster <br />RESPECT in your organization?<br />

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Engagement at the individual level is good<br />Engagement at the team level is even better<br />

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Teamwork<br />

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Great teams are composed of talented individuals working collaboratively to achieve a common goal<br />

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Leaders must harnessstaff’s collective talents and efforts to achieve the mission of the organization<br />

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Effective teams are not composed of talented individuals working individually<br />

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Factors that can detract from collaboration<br />

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Ethnicity<br />Age<br />Traditions <br />Values<br />Position<br />Experience<br />Skills <br />Education<br />Goals<br />Ego<br />

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You must help team members bridge these differences and focus on the common goal<br />

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You must reinforce respectful behavior and consequate disrespectful behavior<br />

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You must seek to break down barriers and silos<br />

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You must serve as a role model for respect<br />

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You must . . . <br />

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“<br />”<br />Be the change you want to see in the world.<br /> -- Mahatma Gandhi<br />

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Discussion<br />

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Thank You<br />