NJAPA Conference


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This presentation reviews Dr. Marciano's Respect Model and Employee Engagement Meter.

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NJAPA Conference

  1. 1. Whiteboard, LLCMaximizing Human CapitalNJAPAEast Windsor, New JerseyMay 2-3, 2013byDr. Paul Marciano
  2. 2. 1st day of work
  3. 3. Consider . . .
  4. 4. We have new employees at “Hello.”
  5. 5. Employees come to us in a state of readiness toengage.
  6. 6. What does employee engagementlook like on the playing field?
  7. 7. Fully in the Game
  8. 8. Engagement Meter12345ActivelydisengagedDisengagedOpportunisticEngagedActivelyengaged
  9. 9. Engagement Meter12345Createsthe messWalks past messwithout thoughtHopes not to see it,will clean-up if personal benefitCleans-up whathe/she seesHelps clean-up,fix & prevent
  10. 10. Robust Impact of EngagementProductivity & PerformanceProfitabilityRetention & AttendanceInnovation & CreativityConscientiousness & HonestyCustomer Satisfaction & LoyaltyQualitySafety ComplianceSatisfaction & MoralePhysical & Psychological Well-Being
  11. 11. Unfortunately,not everyoneplays full out.
  12. 12. Costs of Disengagement• Decreased quality work = Mistakes!• Poor communication• Decrease and disruption in client service• Increased absenteeism• Decreased staff morale & teamwork• Turnover• Loss of expertise• Advertising & recruitment costs• Training & development costs• Increased stress on remaining staff
  13. 13. If we start with engaged employees,what causes disengagement?
  14. 14. What does it take to create aculture that nurtures employees?
  15. 15. Most people believe that . . .
  16. 16. employee engagement and motivation are thesame . . . they are not.
  17. 17. Traditional reward & recognition programs
  18. 18. why programs fail
  19. 19. Programs fail……because they are programs
  20. 20. Programs reduce…creativity and risk taking
  21. 21. Programsdestroyteamwork
  22. 22. Inconsistent & unfair administration
  23. 23. Programs have noimpact on culture
  24. 24. Reward programs……reduce overall motivationReward programs……reduce overall motivation
  25. 25. Don’t worry about how to motivate employees.
  26. 26. It isn’t even the right question.
  27. 27. The question is . . .
  28. 28. . . . how do we engage our people?
  29. 29. Realizing sustainable increases inemployee engagement requiresimpacting the culture of the organization.
  30. 30. CultureBehaviors&Attitudes
  31. 31. Creating a culture of respect
  32. 32. When you hear the word“respect” what comes to mind?
  33. 33. I’m not concerned withyour liking or dislikingme. All I ask is thatyou respect me as ahuman being.~ Jackie Robinson“”
  34. 34. For many people being respected is even moreimportant than being liked.
  35. 35. Why is respect so important toindividuals, and political, social andreligious organizations?
  36. 36. Respect is a matter of survival.
  37. 37. As an individual:When you are respected you are protected.When you are not respected you are vulnerable.
  38. 38. Respect = PowerPower is the ability to influence othersPowerRespect
  39. 39. Think of someone who you really respect.What is it about that person’s behavior, traitsand characteristics that has you hold them insuch high esteem?
  40. 40. Lose Respect↓Lose Followers↓Lose Power
  41. 41. Discuss a time when you either lost respect forsomeone or you felt disrespected. What werethe circumstances and what impact did it haveon you and your relationship with that person?
  42. 42. What are examples of disrespectfulbehaviors in the workplace?Gossiptest
  43. 43. When a person feels disrespected at work,what is the impact on that individual, his/herteam, the organization, and customers?
  44. 44. What may be considered disrespectful inone culture may be perfectly acceptable– or even reinforced – in another.
  45. 45. What matters is the impact not the intent.
  46. 46. What are examples of respectfulbehaviors in the workplace?
  47. 47. “Most people do not listen with the intent tounderstand; they listen with the intent to reply.”~ Stephen Covey
  48. 48. “The most basic of all human needs is theneed to understand and be understood.The best way to understand people is tolisten to them.”~ Ralph Nichols
  49. 49. “If there is any one secret of success, it liesin the ability to get the other persons pointof view and see things from that personsangle as well as from your own.”~ Henry Ford
  50. 50. the RESPECT™ model
  51. 51. An actionable philosophy which guidesand directs behavior
  52. 52. Respect the OrganizationORGANIZATIONRESPECT
  53. 53. Respect the SupervisorSUPERVISORRESPECT
  54. 54. Respect Team MembersTEAMRESPECT
  55. 55. Respect the WorkWORKRESPECT
  56. 56. Feel RespectedINDIVIDUALRESPECT
  57. 57. the RESPECT™ drivers
  58. 58. RECOGNITION“A pat on the back is only a few vertebraeremoved from a kick in the pants, but is milesahead in results.”-- W. WilcoxThankYou
  59. 59. Turnkey Solutions & Best PracticesRecognition• Send a handwritten “thank you” note home• Spread the word; inform higher ups• Create a wall of great ideas• Hold work up as an example• Increase decision making & autonomy• Create more opportunities• Document performance in personnel file
  60. 60. “The most vital task of the leader is to motivate,inspire, empower and encourage the teamsprimary resource -- the unlimited, creativehuman potential to find better ways.”-- Dr. Lewis LosoncyIf he works for you, you work for him.- Japanese proverbEMPOWERMENT
  61. 61. Turnkey Solutions & Best PracticesEmpowerment• Create powerful on-boarding and new hire trainingprograms; set employees up for success• Ask employees how you can reduce barriers andhelp them do their jobs better• Increase level of cross-training or at least shadowing• Increase flow of communication, e.g., hold monthlylunches and invite a leader or team member fromanother department to share updates• Increase level of autonomy and decision making• Create learning opportunities through delegation
  62. 62. SUPPORTIVE FEEDBACK“No one enjoys addressing others deficienciesbut failure to do so sends the message thatpeople are on track when they really arent.And that may be the greatest disservice aleader can do to someone else.”-- Eric Harvey
  63. 63. Turnkey Solutions & Best PracticesSupportive Feedback• Focus on behavior and impact of behavior not attitude• Schedule time on the calendar for regular feedback• Utilize “coaching moments” – quick feedback• Add role-play to supplement verbal comments• Keep feedback future focused• Be selective and focused in your feedback; prioritize• Serve as a role model and ask employees to provideyou with feedback
  64. 64. PARTNERING“In the past a leader was the boss. Today’sleaders must be partners with their people”-- Ken Blanchard
  65. 65. Turnkey Solutions & Best PracticesPartnering• Conduct an internal service assessment• Develop a mentoring program• Create an employee council to provide feedback andhave input on organizational decisions – especiallythose relevant to their jobs and benefits• Increase communication through town hall meetings,weekly newsletters, and a company blog• Institute a profit sharing or stock option program• Eliminate differences in benefits and perks, e.g.,parking spaces, healthcare, and company cars
  66. 66. EXPECTATIONS“Set your expectations high; find men andwomen whose integrity and values yourespect; get their agreement on a course ofaction; and give them your ultimate trust.”-- John Akers
  67. 67. Turnkey Solutions & Best PracticesExpectations• Give job candidates the “real deal”• Set clear, consistent and challenging goals• “What gets measured gets done”; track progress• Document expectations to ensure commonunderstanding and to hold others accountable• Put checkpoints in place; especially early• Hold a “compare expectations” exercise• Consequate behavior early; “Confused & “Concerned”• Hold people accountable!
  68. 68. CONSIDERATION“People do not care how much you know untilthey know how much you care.”-- John Maxwell
  69. 69. Turnkey Solutions & Best PracticesConsideration• Know your employees, e.g., hobbies, interest, family• Be on time & follow-up promptly• Celebrate accomplishments & special days• Regularly ask employees for their opinions & ideas• Create flexibility in schedule• Keep people in the information loop; ask if they wouldlike to be copied on emails or join meetings• Give people your full attention during meetings
  70. 70. TRUST“Leadership without mutual trust is acontradiction in terms.”-- Warren Bennis
  71. 71. Turnkey Solutions & Best PracticesTrust• Avoid micro-managing• Keep your promises• Own up to mistakes• Talk to people not about them• Be honest and direct• Give credit where credit is due• Increase autonomy• “Walk the talk”; don’t say one thing and do another
  72. 72. Where to start?
  73. 73. Be the change you want to see in the world.-- Mahatma Gandhi“ ”
  74. 74. What commitment can you make to contributeto a culture of respect at organization?
  75. 75. Dr. Paul’s Contact InformationEmail: Paul@PaulMarciano.comWebsite: www.PaulMarciano.com - newsletter, videos, etc.Connect on LinkedIn: www.linkedin.com/in/paulmarciano/Join LinkedIn Group: Respect in the WorkplaceTwitter: @TheRespectGuyPhone: 908-268-7272Address: 120 Main Street, Flemington NJ 08822Amazon Link to “Carrots and Sticks Don’t Work”