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Engaging Employees with RESPECT Rypple Webinar July 12, 2011 by Paul L. Marciano, Ph.D. Email: [email protected] for presentation
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Page 1: Rypple webinar

Engaging Employees with RESPECT

Rypple WebinarJuly 12, 2011

by Paul L. Marciano, Ph.D.

Email: [email protected] for presentation

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Your people are your greatest asset

Are you maximizing their talents?

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Why care about RESPECT?

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Respect = PowerPower is the ability to influence others

Pow

er

Respect

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Respect Employee Productivity

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First day of new job

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We have new employees at “Hello”

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1 1

Internal Got “it” or

don’t

2 2 3 3

Environment Potential for

“it”

Work Ethic

4 4 5 5

FlexibleFixed

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We focus too much on programs to motivate employees and not enough

on culture that sustains them.

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Published in The New Yorker 4/19/2010 by Farley Katz

It’s the only way I can get myself out of bed in the morning. “ ”

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What Do We Mean by Carrots and Sticks?

Using rewards and punishments to motivate behavior based on the principles of operant conditioning

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Why Programs Fail

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Programs fail…

…because they are programs

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Rewards are not necessarily reinforcing

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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

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Inconsistent & unfair administration

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Programs foster cheating

and destroy teamwork

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Programs reduce…

…creativity and risk taking

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Extrinsic reinforcement…

…reduces intrinsic motivation

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Programs have no impact on culture

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Reward programs…

…reduce overall motivation

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How do most top performers get rewarded?

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And…

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sticks don’t work

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Forget about motivation…

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Employee engagement is a psychological construct which refers to

an individual’s commitment to one’s organization, work, team, employer, and

patients and which is demonstrated behaviorally through high levels of

discretionary effort

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In other words…

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Fully in the Game

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Robust Impact of Engagement

Productivity & PerformanceProductivity & Performance

ProfitabilityProfitability

TurnoverTurnover

AbsenteeismAbsenteeism

Employee FraudEmployee Fraud

Customer Satisfaction & LoyaltyCustomer Satisfaction & Loyalty

Quality DefectsQuality Defects

Safety ComplianceSafety Compliance

Employee Satisfaction Employee Satisfaction

Physical & Psychological Well-BeingPhysical & Psychological Well-Being

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motivated and engaged?

What is the difference between

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Motivated Engaged

External Focus Internal Focus

Opportunistic Committed

Short-term View Long-term View

Self Organization

Narrow Focus Big Picture

Unstable Stable

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Levels of Engagement

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Engagement Meter

11

22

33

44

55

Actively disengaged

Disengaged

Opportunistic

Engaged

Actively engaged

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11

22

33

44

55

Createsthe problem

Ignores theproblem

Hopes not to see problem; will help if personal benefit

Willingly helpswhen asked

Proactive;fix & prevent

Engagement Meter

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How do we engage employees?

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Not with programs

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Realizing sustainable increases in employee engagement requires

impacting the culture of your organization

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Culture Behavior

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the RESPECT™ model

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An actionable philosophy which guides and directs behavior

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Respects the Organization

ORGANIZATIONORGANIZATION

RESPECTRESPECTIN

DIV

IDU

AL

IND

IVID

UA

LW

ORK

WORKTEAM

TEAM

SU

PE

RV

ISO

R

SU

PE

RV

ISO

R

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Respects the Supervisor

SUPERVISORSUPERVISOR

RESPECTRESPECTO

RG

AN

IZA

TIO

N

OR

GA

NIZ

AT

ION

INDIVIDUAL

INDIVIDUALWORK

WORK

TE

AM

TE

AM

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Respects Team Members

TEAMTEAM

RESPECTRESPECTS

UP

ER

VIS

OR

SU

PE

RV

ISO

RORGANIZATION

ORGANIZATIONINDIV

IDUAL

INDIV

IDUAL

WO

RK

WO

RK

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Respects the Work

WORKWORK

RESPECTRESPECT

TE

AM

TE

AM

SUPERVISOR

SUPERVISORORGANIZ

ATION

ORGANIZATIO

NIN

DIV

IDU

AL

IND

IVID

UA

L

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Feels Respected

INDIVIDUALINDIVIDUAL

RESPECTRESPECT

WO

RK

WO

RK

TEAMTEAM

SUPERVISOR

SUPERVISOR

OR

GA

NIZ

AT

ION

OR

GA

NIZ

AT

ION

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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

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the RESPECT™ drivers

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R ECOGNITION

“A pat on the back is only a few vertebrae removed from a kick in the pants, but is miles ahead in results.”

-- W. Wilcox

ThankYou

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Turnkey Solutions & Best Practices Recognition

• Send a handwritten “thank you” note home

• Spread the word; inform higher ups

• Hold work up as an example

• Increase decision making & autonomy

• Create more opportunities

• Document performance in personnel file

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“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

EMPOWERMENT

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Turnkey Solutions & Best Practices Empowerment

• Create powerful on-boarding and new hire training programs; set employees up for success

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

• Increase level of cross-training or at least shadowing

• Increase flow of communication, e.g., hold monthly lunches and invite a leader or team member from another department to share updates

• Create learning opportunities through delegation

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SUPPORTIVE 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

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Turnkey Solutions & Best Practices Supportive Feedback

• Focus on behavior and impact of behavior not attitude

• Utilize “coaching moments” – quick feedback

• Add role-play to supplement verbal comments

• Schedule time on the calendar for regular feedback

• Be selective and focused in your feedback; prioritize

• Serve as a role model and ask employees to provide you with feedback

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PARTNERING

“In the past a leader was the boss. Today’s leaders must be partners with their people”

-- Ken Blanchard

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Turnkey Solutions & Best Practices Partnering

• Conduct an internal service audit

• Develop a mentoring program

• Create an employee council to provide feedback and have input on organizational decisions – especially

those relevant to their jobs and benefits

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

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

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EXPECTATIONS

“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

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Turnkey Solutions & Best Practices Expectations

• Give job candidates the “real deal”

• Set clear, consistent and challenging goals

• Document expectations to ensure common understanding and to hold others accountable

• Put checkpoints in place; especially early

• Hold a “compare expectations” exercise

• Consequate behavior early; “Confused & “Concerned”

• Hold people accountable!

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CONSIDERATION

“People do not care how much you know until they know how much you care.”

-- John Maxwell

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Turnkey Solutions & Best Practices Consideration

• Know your employees, e.g., hobbies, interest, family

• Be on time & follow-up promptly

• Regularly ask employees for their opinions & ideas

• Create flexibility in schedule

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

• Give people your full attention during meetings

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TRUST

“Leadership without mutual trust is a contradiction in terms.”

-- Warren Bennis

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Turnkey Solutions & Best Practices Trust

• Avoid micro-managing

• Keep your promises

• Own up to mistakes

• Talk to people not about them

• Be honest and direct

• Increase autonomy

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

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Engagement in . . .

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a new virtual world

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with a new workforce

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and new technology

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Technologies for a Virtual Workforce

1. Need technology that facilitates social interaction and decreases psychological distance among employees, managers and team members

2. The less training, the more intuitive the better

3. People want technology that fits the way they think and how they live

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Work better, together.Feedback, coaching and thanks.

#badass

#problemsolver #ninja#superfreakinawesome#thanks

Work better, together.Feedback, coaching and thanks.

#badass

#problemsolver #ninja#superfreakinawesome#thanks

Work better, together.Feedback, coaching and thanks.

#badass

#problemsolver #ninja#superfreakinawesome#thanks

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An engaging social performance platform with email integration that enables users to . . .

• Make performance reviews lightweight and effective• Provide continuous feedback (anonymous option)• Set, manage & track goals (internal Wiki)• Give Thanks/recognition tailored to company culture• Schedule and document 1:1’s• Identify impact of team members’ accomplishments• Develop a “reputation” & personal brand• Serve as a repository of feedback & communication• Increase organizational transparency• Foster collaboration & personal relationships

What is Rypple?

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Hold bi-weekly 1:1s with your key people

What do they want to talk about?

Add shared priorities

Give specific feedback on their priorities

Visit their connection page

How can you help them achieve their goals?

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Just got out of a meeting. Had specific feedback to send

Debra Frost

Customer Success Program

#action: Setup review meeting

#note: Debra, great presentation on the

Ambassador program. Lets talk about how to scale the

program, and link it to what Marketing’s doing.

To:

Subject:

[email protected]:

Integrated with email

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Openness & Transparency: Keep in loop

Who can I recognize for doing great work?

What are people committing to?

Can I give helpful feedback?

What are the key goals?

Send an update on what’s going on

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

• Conduct an employee engagement and RESPECT assessment for your leaders and organization

• Align RESPECT with current Mission, Vision & Values

• Conduct workshops to teach and reinforce behaviors consistent with RESPECT

• Consequate behaviors consistent with or counter to principles of RESPECT

Road to Engaging Employees with RESPECT

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Questions & Discussion

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Thank You

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