This document discusses how respecting employees leads to greater engagement and performance. It presents a RESPECT model that organizations can follow to foster respect through recognition, empowerment, supportive feedback, partnering, clear expectations, consideration, and trust. Respecting differences among team members and focusing on common goals helps improve collaboration. Leaders must role model respect and break down barriers to fully engage employees.

1. RESPECTing Your Employees Today Is an Investment in the Court's Tomorrow MAACM September 19, 2011 Williamsburg, VA by Paul L. Marciano, Ph.D.

3. What does the future hold?

4. 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 . . .

5. . . . while remaining connected to and anchored in its history, traditions, mission and core values

6. And that depends on engaging every single member of your team

7. What would be possible in your organization if all employees were . . .

8. Fully in the Game

9. Levels of Engagement

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

11. Hopes not to see problem; will help if personal benefit 3 Ignores the problem Willingly helpswhen asked 2 4 Createsthe problem Proactive; fix & prevent 1 5 Engagement Meter

12. Consider . . .

13. We have new employees at “Hello”

14. First day of new job

16. Employees come ready to engage

17. What is the level of engagement of your staff?

18. Are you maximizing their ROI to the organization?

20. Work Ethic Flexible Fixed 1 2 3 4 5 Internal Got “it” or don’t Environment Potential for “it”

23. How do we create a culture that allows our staff to flourishand give maximum discretionary effort?

24. with respect

25. “ I’m not concerned with your liking or disliking me. All I ask is that you respectme as a human being. ~ Jackie Robinson ”

26. As leaders, consider . . .

27. Respect = PowerPower is the ability to influence others Power Respect

29. No respectNo followersNo power

30. the RESPECT™ model

31. An actionable philosophy which guides and directs behavior

32. Respects the Organization ORGANIZATION INDIVIDUAL SUPERVISOR RESPECT WORK TEAM

33. Respects the Supervisor SUPERVISOR ORGANIZATION TEAM RESPECT INDIVIDUAL WORK

34. Respects Team Members TEAM SUPERVISOR WORK RESPECT ORGANIZATION INDIVIDUAL

35. Respects the Work WORK TEAM INDIVIDUAL RESPECT SUPERVISOR ORGANIZATION

36. FeelsRespected INDIVIDUAL WORK ORGANIZATION RESPECT TEAM SUPERVISOR

37. “ 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

38. the RESPECT™ drivers

39. RECOGNITION Thank You

41. Spread the word; inform higher ups

42. Hold exemplary work up as an example

43. Increase decision making & autonomy

44. Create a (virtual) recognition wall

45. Encourage team members to recognize each other

48. Ask employees what tools, training and resources they need to be more successful at their job

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

50. Increase level of cross-training

51. Create learning opportunities through delegation

54. Utilize immediate “coaching moments”

55. Discuss alternative approaches and behaviors

56. Add role-play to supplement verbal comments

57. Utilize prompts and schedule time for regular feedback

58. Be selective and focused in your feedback; prioritize

61. Develop a mentoring program

62. Create an employee council to provide feedback and have input on organizational decisions – especially those relevant to their jobs and benefits

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

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

67. Set clear, challenging, and measurable goals

68. Set goals relative to employee’s abilities and ambitions

69. Document expectations to ensure common understanding

70. Put checkpoints in place; especially early and late

71. Hold a “compare expectations” exercise

72. Employ “confused and concerned” conversations

75. Say “please,” “thank you” and “excuse me”

76. Be on time for meetings

77. Follow-up promptly to emails and phone calls

78. Regularly ask employees for their opinions & ideas

79. Create flexibility in work schedule

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

83. Keep your promises

84. Own up to mistakes

85. Talk to people not about them

86. Be honest and direct

87. Increase autonomy and delegate meaningful tasks

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

90. What can you do today to foster RESPECT in your organization?

91. Engagement at the individual level is good Engagement at the team level is even better

92. Teamwork

93. Great teams are composed of talented individuals working collaboratively to achieve a common goal

94. Leaders must harnessstaff’s collective talents and efforts to achieve the mission of the organization

95. Effective teams are not composed of talented individuals working individually

96. Factors that can detract from collaboration

97. Ethnicity Age Traditions Values Position Experience Skills Education Goals Ego

98. You must help team members bridge these differences and focus on the common goal

99. You must reinforce respectful behavior and consequate disrespectful behavior

100. You must seek to break down barriers and silos

101. You must serve as a role model for respect

102. You must . . .

103. “ ” Be the change you want to see in the world. -- Mahatma Gandhi

104. Discussion

105. Thank You