LEADING WITH

RESPECTThe Keys to Increasing Employee Engagement

   

Paul L. Marciano, Ph.D.www.PaulMarciano.com

@drpaulmarciano on Twitterpaul@paulmarciano.com

R-E-S-P-E-C-T

Joked Sang Preached

Who teaches us about respect?

Who do we learn to respect?

What do we learn to respect?

How do we show respect?

Lorenzo Marciano

a.k.a.Grandpa

As business leaders, why care about respect?

Respect = PowerPower is the ability to influence others

Pow

er

Respect

I’m not concerned with your liking or disliking me. All I askis that you respect me as a human being.

~ Jackie Robinson

“”

Respect : Employee Productivity

First Day of New Job

My Story

© 2011 Whiteboard, LLC

1

Fixed Internal Got it or

don’t

2 3

Fixable

Environment Potential

for it

Work Ethic

4 5

Fixable?Fixed

We have new employees at “Hello”

What’s the difference between motivated and engaged?

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. “ ”

Theories of Motivation

Maslow’s Hierarchy of NeedsMcClelland’s Internal Needs Motivation

Self-EfficacyExpectancy-Value Theory

Goal Setting TheoryHerzberg’s Two-Factor Theory

Equity TheoryJob Characteristics Model

Maslow’s Hierarchy of Needs

Maslow’s Hierarchy of Needs

Esteem

Affiliation

Security

Physiological

Self-Actualization

What Do We Mean by Carrots and Sticks?

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

Why Programs Fail

Programs fail…

…because they are Programs

Not all rewards…

…are rewarding

Programs focus…

…on the wrong dependent variable

Programs reduce…

…creativity and risk taking

Extrinsic reinforcement…

…reduces intrinsic motivation

Reward programs…

…reduce overall motivation

How do most top performers get rewarded?

And…

sticks don’t work.

Sticks don’t work.

Sticks don’t work.

Forget about motivation…

Employee engagement is

a psychological construct which

refers to an individual’s commitment to one’s organization, job, team, supervisor

and customers and which is demonstrated behaviorally through high levels of

discretionary effort and focus.

In other words…

Fully in the Game

Brian Urlacher, Chicago Bears

Robust Impact of EngagementProductivity & Performance

Profitability

Turnover

Absenteeism

Employee Fraud

Customer Satisfaction & Loyalty

Quality Defects

Safety Compliance

Employee Satisfaction

Physical & Psychological Well-Being

Motivated Engaged

External Focus Internal Focus

Opportunistic Committed

Short-term View Long-term View

Self Organization

Narrow Focus Big Picture

Unstable Stable

Levels of Engagement

Engagement Meter

11

22

33

44

55

ACTIVELY DISENGAGED

DISENGAGED

OPPORTUNISTIC

ENGAGED

ACTIVELY ENGAGED

Engagement Meter

11

22

33

44

55

Createsthe mess

Walks past mess without thought

Hopes not to see it, will clean-up if personal benefit

Cleans-up what he/she sees

Helps clean-up, fix & prevent

How do we Increase Engagement?

(Hint . . .not through traditional programs)

Realizing sustainable increases in employee engagement requires

impacting the culture of the organization.

Self-Sustaining Culture

Culture Behavior

the RESPECT™ model

An actionable philosophy which guides and directs behavior.

Respects the Organization

ORGANIZATION

RESPECTIN

DIV

IDU

AL

WORKTEAM

SU

PE

RV

ISO

R

Respects the Supervisor

SUPERVISOR

RESPECTO

RG

AN

IZA

TIO

NINDIVIDUALW

ORK

TE

AM

Respects Team Members

TEAM

RESPECTS

UP

ER

VIS

OR

ORGANIZATIONINDIV

IDUAL

WO

RK

Respects the Work

WORK

RESPECT

TE

AM

SUPERVISORORGANIZ

ATION

IND

IVID

UA

L

Feels Respected

INDIVIDUAL

RESPECT

WO

RK

TEAM

SUPERVISOR

OR

GA

NIZ

AT

ION

the RESPECT™ drivers

recognition

R ECOGNITION• Recognizes, acknowledges and shows appreciation for others’ efforts and contributions

• Social reinforcement is the most powerful form of reinforcement: “Pat on the back”

• Timely, sincere, specific: “Thank you for staying last night and helping John finish up the proposal”

• What happens when we fail to recognize good performance?

• Few problems like material rewards

• Why so hard? Not wired to see what’s working

recognition

empowerment

EMPOWERMENT

• Provides tools, training, time, information and resources to be successful

• Removes barriers to success

• Provides consistent vision and direction

• “What do you need from me to be successful?”

• Maintains “I know you can” attitude

• Gives autonomy and decision making authority

empowerment

supportive feedback

SUPPORTIVE FEEDBACK

• Delivers regular, constructive performance feedback in a positive and supportive manner

• Feedback should be timely, specific, behaviorally focused and future-oriented

• Forget “positive” and “negative” – all feedback should be supportive because supervisors care about their employees’ success

• Annual performance appraisal: Surprise!

supportive feedback

PARTNERING

• Fosters collaborative working relationships at the individual, team, and organizational level

• Builds bridges internally (team members, peers, departments) and externally (vendors, customers, unions, regulatory agencies)

• “How can we accomplish this?”

• “We are in this together – win or lose”

• Seeks “win-win” solutions

partnering

EXPECTATIONS

• Sets clear & consistent expectations

• Expectations are in alignment with other departmental and organizational initiatives

• Goals are challenging

• Goals are measurable

• People are held accountable

• You get what you accept

• “Confused & Concerned”

expectations

CONSIDERATION

• Demonstrates thoughtfulness & caring

• Good Manners – “Please” & “Thank You”

• Being on time for meetings

• Elicits employee comments and concerns

• Sensitive to gender, age, ethnic and religious differences

• Keeps people in the information loop

• Follows-up in a timely manner; avoids leaving people in limbo

consideration

TRUST

trust

TRUST

• Foundation for engaged workforce

• Avoids micro-managing

• “Walks the walk”

• Follows through on promises

• Owns up to mistakes

• Fair, honest & consistent

• Talks to you – not about you

trust

How do we measure employee engagement?

Symptom vs. Cause

Typical Engagement Questions• I know what is expected of me at work

• I have the resources I need to do my work right

• My supervisor cares about me as a person

• I was recently told that I was doing a good job

• My opinions and ideas seem to count

• My co-workers are committed to doing quality work

• I am satisfied with my job

• I have a friend at work

• Time passes quickly at work

• I spend time outside of work thinking about how I could do my job better

• I find my work rewarding

• I take great interest in my work

• At work, my mind wanders to things unrelated to my job (R)

• I get bored at work (R)

• I find it hard to focus on my work (R)

• I do what I need to for my job but not much more (R)

Assessing the Symptoms of Engagement

RESPECT

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

• Complete a RESPECT Assessment for yourself and your organization

• Actively communicate and market the principles of RESPECT in your organization

• Align RESPECT with current Mission, Vision & Values

• Consequate behaviors consistent with or counter to principles of RESPECT

• Conduct workshops to teach and reinforce behaviors consistent with RESPECT

Driving RESPECT Home

An invitation

THANK YOU

Mercer County Community College