RESPECTing Your Employees Today Is an Investment in the Court's Tomorrow
MAACMSeptember 19, 2011
Williamsburg, VA
by Paul L. Marciano, Ph.D.
What does the future hold?
The Judiciary’s ability to thrive today and in the future depends on its ability to evolve and adapt to changing environmental conditions and challenges . . .
. . . while remaining connected to and anchored in its history, traditions, mission and core values
And that depends on engaging every single member of your team
What would be possible in your organization if all employees were . . .
Fully in the Game
Levels of Engagement
Engagement Meter
11
22
33
44
55
Actively disengaged
Disengaged
Opportunistic
Engaged
Actively engaged
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
Consider . . .
We have new employees at
“Hello”
First day of new job
Employees come ready to engage
What is the level of engagement of your staff?
Are you maximizing their ROI to the organization?
1
Internal Got “it” or
don’t
2 3
Environment Potential for
“it”
Work Ethic
4 5
FlexibleFixed
How do we create a culture that allows our staff to flourish and give
maximum discretionary effort?
with respect
I’m not concerned with your liking or disliking me. All I ask is that you respect me as a human being.
~ Jackie Robinson
“
”
As leaders, consider . . .
Respect = PowerPower is the ability to influence others
Pow
er
Respect
No respectNo followers
No power
the RESPECT™ model
An actionable philosophy which guides and directs behavior
Respects the Organization
ORGANIZATION
RESPECTINDIVIDUAL
WORKTE
AM
SUPERVISOR
Respects the Supervisor
SUPERVISOR
RESPECTORGANIZATION
INDIVIDUALWORK
TEAM
Respects Team Members
TEAM
RESPECTSUPERVISOR
ORGANIZATIONINDIVIDUAL
WORK
Respects the Work
WORK
RESPECT
TEAM
SUPERVISORORGANIZATION
INDIVIDUAL
Feels Respected
INDIVIDUAL
RESPECT
WORK
TEAM
SUPERVISOR
ORGANIZATION
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
the RESPECT™ drivers
R ECOGNITION
ThankYou
• Send a handwritten “thank you” note home
• Spread the word; inform higher ups
• Hold exemplary work up as an example
• Increase decision making & autonomy
• Create a (virtual) recognition wall
• Encourage team members to recognize each other
• Document performance in personnel file
Turnkey Solutions & Best Practices Recognition
EMPOWERMENT
• Create powerful on-boarding and new hire training programs; set employees up for success
• Ask employees what tools, training and resources they need to be more successful at their job
• Ask employees how you can reduce barriers and help them do their jobs better
• Increase level of cross-training
• Create learning opportunities through delegation
• Give more autonomy and decision making responsibility
Turnkey Solutions & Best Practices Empowerment
SUPPORTIVE FEEDBACK
Turnkey Solutions & Best Practices Supportive Feedback
• Deliver specific feedback focused on behaviors and their impact
• Utilize immediate “coaching moments”
• Discuss alternative approaches and behaviors
• Add role-play to supplement verbal comments
• Utilize prompts and schedule time for regular feedback
• Be selective and focused in your feedback; prioritize
• Serve as a role model and ask employees to provide you with feedback
PARTNERING
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
• Offer to “jump in” and help out
EXPECTATIONS
Turnkey Solutions & Best Practices Expectations
• Give job candidates the “real deal”
• Set clear, challenging, and measurable goals
• Set goals relative to employee’s abilities and ambitions
• Document expectations to ensure common understanding
• Put checkpoints in place; especially early and late
• Hold a “compare expectations” exercise
• Employ “confused and concerned” conversations
• Hold people accountable
CONSIDERATION
Turnkey Solutions & Best Practices Consideration
• Take an active and appropriate interest in your staff’s personal lives, e.g., hobbies, interest, family
• Say “please,” “thank you” and “excuse me”
• Be on time for meetings
• Follow-up promptly to emails and phone calls
• Regularly ask employees for their opinions & ideas
• Create flexibility in work 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
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 and delegate meaningful tasks
• “Walk the talk”; don’t say one thing and do another
• If trust is broken, move on
What can you do today to foster RESPECT in your organization?
Engagement at the individual level is good
Engagement at the team level is even better
Teamwork
Great teams are composed of talented individuals working collaboratively to achieve a common goal
Leaders must harness staff’s collective talents and efforts to achieve the mission of the organization
Effective teams are not composed of talented individuals working individually
Factors that can detract from collaboration
Ethnicity
Age
Traditions
Values
Position
Experience
Skills
Education
Goals
Ego
You must help team members bridge these differences and focus on the common goal
You must reinforce respectful behavior and consequate disrespectful behavior
You must seek to break down barriers and silos
You must serve as a role model for respect
You must . . .
Be the change you want to see in the world.
-- Mahatma Gandhi
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Discussion
Thank You