This document discusses the importance of respect and engagement in leadership. It presents the RESPECT model, which consists of recognizing, empowering, providing supportive feedback, partnering with, setting expectations for, considering, and trusting employees. When leaders follow these principles, it can help create a culture of respect, increase employee engagement and discretionary effort, and improve organizational performance, productivity and satisfaction. The document encourages leaders to apply the RESPECT model and its best practices to foster an environment of respect within their own organizations.

1. Leading with RESPECT Presented to: Autism Speaks Paul L. Marciano, Ph.D. July 14, 2011

2. What is the job of a leader ?

3. To inspire others to act in ways that fulfill on the mission of your organization

4. “ Our goal is to change the future for all who struggle with Autism Spectrum Disorder”

5. Science …finding a cure Family Services …making life better Advocacy …changing the future Awareness …don’t forget our children

6. “ We are committed to raising the funds necessary to support these goals.” Field Operations Department

8. Your people are your greatest asset Are you maximizing their talents ?

9. people give you their best effort ? How do you lead in such a way that

11. RESPECT Who? How? What?

12. Lorenzo Marciano

15. Why care about respect ?

16. Respect = Power Power is the ability to influence others Power Respect

18. When was a time that you lost or gained respect for a leader and what was the impact ?

19. Respect  Discretionary Effort

20. First day

23. My Story

24. We have new recruits at “Hello”

25. © 2011 Whiteboard, LLC 1 Internal Got “it” or don’t 2 3 Environment Potential for “it” Work Ethic 4 5 Fixable Fixed

28. How do we create an environment that leads people to flourish ?

29. Not with traditional programs

30. What Do We Mean by Carrots and Sticks? Using rewards and punishments to motivate behavior based on the principles of operant conditioning

33. Why Programs Fail

34. Programs fail… … because they are programs

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

36. Programs narrow scope of vision… … that can lead to missed opportunities

37. Programs reduce … … creativity and risk taking

38. Extrinsic reinforcement… … reduces intrinsic motivation

39. Programs have no impact on culture

40. Reward programs … … reduce overall motivation

41. How do most top performers get rewarded?

42. And…

43. sticks don’t work

45. Forget about motivation…

48. In other words…

49. Fully in the Game

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

51. motivated and engaged ? What is the difference between

52. Motivated Engaged External Focus Internal Focus Opportunistic Committed Short-term View Long-term View Self Organization Narrow Focus Big Picture Unstable Stable

53. Levels of Engagement

54. Engagement Meter 1 2 3 4 5 Actively disengaged Disengaged Opportunistic Engaged Actively engaged

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

56. What kind of behaviors do you see with an actively engaged staff member?

57. How do we engage staff?

58. Realizing sustainable increases in engagement requires impacting the culture of your organization

59. Culture Behavior

60. “ Your job gives you authority … … your behavior gives you respect ” Irwin Federman, U.S. Venture Partners

61. the RESPECT™ model

62. An actionable philosophy which guides and directs behavior

64. Respects the Organization ORGANIZATION RESPECT INDIVIDUAL WORK TEAM SUPERVISOR

65. Respects the Supervisor SUPERVISOR RESPECT ORGANIZATION INDIVIDUAL WORK TEAM

66. Respects Team Members TEAM RESPECT SUPERVISOR ORGANIZATION INDIVIDUAL WORK

67. Respects the Work WORK RESPECT TEAM SUPERVISOR ORGANIZATION INDIVIDUAL

68. Feels Respected INDIVIDUAL RESPECT WORK TEAM SUPERVISOR ORGANIZATION

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

70. the RESPECT™ drivers

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

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

77. P ARTNERING “ In the past a leader was the boss. Today’s leaders must be partners with their people” -- Ken Blanchard

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

81. C ONSIDERATION “ People do not care how much you know until they know how much you care .” -- John Maxwell

85. None of this works without . . . communication

86. Communication is the life blood of your organization

87. “ Communicate everything to your associates. The more they know , the more they care . Once they care, there is no stopping them.” -- Sam Walton

88. What can you do to create and foster an environment of RESPECT in your organization?

89. “ Be the change you want to see in the world” -- Ghandi

90. Question & Comments

91. For a copy of this presentation Email: [email_address]

92. Thank You