Whiteboard, LLCMaximizing Human Capital

NJAPAEast Windsor, New Jersey

May 2-3, 2013

by Dr. Paul Marciano

1st day of work

Consider . . .

We have new employees at “Hello.”

Employees come to us in a state of readiness to engage.

What does employee engagement

look like on the playing field?

Fully in the Game

Engagement Meter

11

22

33

44

55

Activelydisengaged

Disengaged

Opportunistic

Engaged

Activelyengaged

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

Robust Impact of Engagement

Productivity & Performance

Profitability

Retention & Attendance

Innovation & Creativity

Conscientiousness & Honesty

Customer Satisfaction & Loyalty

Quality

Safety Compliance

Satisfaction & Morale

Physical & Psychological Well-Being

Unfortunately, not everyone plays full out.

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

If we start with engaged employees, what causes disengagement?

What does it take to create a culture that nurtures employees?

Most people believe that . . .

employee engagement and motivation are the same . . . they are not.

Traditional reward & recognition programs

why programs fail

Programs fail…

…because they are programs

Programs reduce…

creativity and risk taking

Programs destroy

teamwork

Inconsistent & unfair administration

Programs have no impact on culture

Reward programs…

…reduce overall motivation

Reward programs…

…reduce overall motivation

Don’t worry about how to motivate employees.

It isn’t even the right question.

The question is . . .

. . . how do we engage our people?

Realizing sustainable increases in employee engagement requires

impacting the culture of the organization.

CultureBehaviors

&Attitudes

Creating a culture of respect

When you hear the word “respect” what comes to mind?

I’m not concerned with

your liking or disliking

me. All I ask is that you

respect me as a

human being.

~ Jackie Robinson

“

”

For many people being respected is even more important than being liked.

Why is respect so important to individuals, and political, social and

religious organizations?

Respect is a matter of survival.

As an individual:

When you are respected you are protected.

When you are not respected you are vulnerable.

Respect = PowerPower is the ability to influence others

Pow

er

Respect

Think of someone who you really respect. What is it about that person’s behavior, traits and characteristics that has you hold them in

such high esteem?

Lose Respect

↓Lose Followers

↓

Lose Power

Discuss a time when you either lost respect for someone or you felt disrespected. What were the circumstances and what impact did it have on you and your relationship with that person?

What are examples of disrespectful behaviors in the workplace?

Gossip test

When a person feels disrespected at work, what is the impact on that individual, his/her

team, the organization, and customers?

What may be considered disrespectful in one culture may be perfectly acceptable

– or even reinforced – in another.

What matters is the impact not the intent.

What are examples of respectful behaviors in the workplace?

“Most people do not listen with the intent to understand; they listen with the intent to reply.” 

~ Stephen Covey

“The most basic of all human needs is the need to understand and be understood. The best way to understand people is to listen to them.” 

~ Ralph Nichols

“If there is any one secret of success, it lies in the ability to get the other person's point of view and see things from that person's angle as well as from your own.”

~ Henry Ford

the RESPECT™ model

An actionable philosophy which guides and directs behavior

Respect the Organization

ORGANIZATION

RESPECT

IND

IVID

UA

L

WORKTEAM

SU

PE

RV

ISO

R

Respect the Supervisor

SUPERVISOR

RESPECTO

RG

AN

IZA

TIO

NINDIVIDUALW

ORK

TE

AM

Respect Team Members

TEAM

RESPECTS

UP

ER

VIS

OR

ORGANIZATIONINDIV

IDUAL

WO

RK

Respect the Work

WORK

RESPECT

TE

AM

SUPERVISORORGANIZ

ATION

IND

IVID

UA

L

Feel Respected

INDIVIDUAL

RESPECT

WO

RK

TEAM

SUPERVISOR

OR

GA

NIZ

AT

ION

the RESPECT™ drivers

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

Turnkey Solutions & Best Practices Recognition

• 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

“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

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

• Increase level of autonomy and decision making

• Create learning opportunities through delegation

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

Turnkey Solutions & Best Practices Supportive 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 provide you with feedback

PARTNERING

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

-- Ken Blanchard

Turnkey Solutions & Best Practices Partnering

• Conduct an internal service assessment

• 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

• Institute a profit sharing or stock option program

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

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

Turnkey Solutions & Best Practices Expectations

• Give job candidates the “real deal”

• Set clear, consistent and challenging goals

• “What gets measured gets done”; track progress

• 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!

CONSIDERATION

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

-- John Maxwell

Turnkey Solutions & Best Practices Consideration

• 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 would like to be copied on emails or join meetings

• Give people your full attention during meetings

TRUST

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

-- Warren Bennis

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

• Give credit where credit is due

• Increase autonomy

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

Where to start?

Be the change you want to see in the world.

-- Mahatma Gandhi

“ ”

What commitment can you make to contribute to a culture of respect at organization?

Dr. Paul’s Contact Information

Email: Paul@PaulMarciano.com

Website: www.PaulMarciano.com - newsletter, videos, etc.

Connect on LinkedIn: www.linkedin.com/in/paulmarciano/

Join LinkedIn Group: Respect in the Workplace

Twitter: @TheRespectGuy

Phone: 908-268-7272

Address: 120 Main Street, Flemington NJ 08822

Amazon Link to “Carrots and Sticks Don’t Work”