1. The document discusses engaging employees through respect, using a model called RESPECT which focuses on recognizing, empowering, providing supportive feedback, partnering with, setting expectations for, considering, and trusting employees. 2. It describes how programs often fail to motivate employees, while culture and engaging employees psychologically through respect can increase productivity, performance and other benefits. 3. The document recommends organizations assess their level of respect, align respect with their mission and values, provide training on respectful behaviors, and consequate behaviors to work towards engaging employees.

1. Engaging Employees with RESPECT Rypple Webinar July 12, 2011 by Paul L. Marciano, Ph.D. Email : Paul@PaulMarciano.com for presentation

2. Your people are your greatest asset Are you maximizing their talents ?

5. Why care about RESPECT ?

6. Respect = Power Power is the ability to influence others Power Respect

8. Respect  Employee Productivity

9. First day of new job

11. We have new employees at “Hello”

12. 1 Internal Got “it” or don’t 2 3 Environment Potential for “it” Work Ethic 4 5 Flexible Fixed

15. We focus too much on programs to motivate employees and not enough on culture that sustains them.

16. 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. “ ”

17. What Do We Mean by Carrots and Sticks? Using rewards and punishments to motivate behavior based on the principles of operant conditioning

20. Why Programs Fail

21. Programs fail… … because they are programs

22. Rewards are not necessarily reinforcing

23. 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

24. Inconsistent & unfair administration

25. Programs foster cheating and destroy teamwork

26. Programs reduce … … creativity and risk taking

27. Extrinsic reinforcement… … reduces intrinsic motivation

28. Programs have no impact on culture

29. Reward programs … … reduce overall motivation

30. How do most top performers get rewarded?

31. And…

32. sticks don’t work

34. Forget about motivation…

37. In other words…

38. Fully in the Game

39. Robust Impact of Engagement Productivity & Performance Profitability Turnover Absenteeism Employee Fraud Customer Satisfaction & Loyalty Quality Defects Safety Compliance Employee Satisfaction Physical & Psychological Well-Being

40. motivated and engaged ? What is the difference between

41. Motivated Engaged External Focus Internal Focus Opportunistic Committed Short-term View Long-term View Self Organization Narrow Focus Big Picture Unstable Stable

42. Levels of Engagement

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

44. 1 2 3 4 5 Creates the problem Ignores the problem Hopes not to see problem; will help if personal benefit Willingly helps when asked Proactive; fix & prevent Engagement Meter

45. How do we engage employees?

46. Not with programs

47. Realizing sustainable increases in employee engagement requires impacting the culture of your organization

48. Culture Behavior

49. the RESPECT™ model

50. An actionable philosophy which guides and directs behavior

51. Respects the Organization ORGANIZATION RESPECT INDIVIDUAL WORK TEAM SUPERVISOR

52. Respects the Supervisor SUPERVISOR RESPECT ORGANIZATION INDIVIDUAL WORK TEAM

53. Respects Team Members TEAM RESPECT SUPERVISOR ORGANIZATION INDIVIDUAL WORK

54. Respects the Work WORK RESPECT TEAM SUPERVISOR ORGANIZATION INDIVIDUAL

55. Feels Respected INDIVIDUAL RESPECT WORK TEAM SUPERVISOR ORGANIZATION

56. 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

57. the RESPECT™ drivers

60. E MPOWERMENT “ 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

62. S UPPORTIVE 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

64. P ARTNERING “ In the past a leader was the boss. Today’s leaders must be partners with their people” -- Ken Blanchard

66. E XPECTATIONS “ 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

68. C ONSIDERATION “ People do not care how much you know until they know how much you care .” -- John Maxwell

79. 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?

80. 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_address] Cc: Integrated with email

81. 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

86. Questions & Discussion

87. Thank You