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Autism speaks presentation

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Autism speaks presentation

  1. 1. Leading with RESPECT     Presented to: Autism Speaks   Paul L. Marciano, Ph.D. July 14, 2011
  2. 2. What is the job of a leader ?
  3. 3. To inspire others to act in ways that fulfill on the mission of your organization
  4. 4. “ Our goal is to change the future for all who struggle with Autism Spectrum Disorder”
  5. 5. Science …finding a cure Family Services …making life better Advocacy …changing the future Awareness …don’t forget our children
  6. 6. “ We are committed to raising the funds necessary to support these goals.” Field Operations Department
  7. 8. Your people are your greatest asset Are you maximizing their talents ?
  8. 9. people give you their best effort ? How do you lead in such a way that
  9. 11. RESPECT Who? How? What?
  10. 12. Lorenzo Marciano
  11. 15. Why care about respect ?
  12. 16. Respect = Power Power is the ability to influence others Power Respect
  13. 18. When was a time that you lost or gained respect for a leader and what was the impact ?
  14. 19. Respect  Discretionary Effort
  15. 20. First day
  16. 23. My Story
  17. 24. We have new recruits at “Hello”
  18. 25. © 2011 Whiteboard, LLC 1 Internal Got “it” or don’t 2 3 Environment Potential for “it” Work Ethic 4 5 Fixable Fixed
  19. 28. How do we create an environment that leads people to flourish ?
  20. 29. Not with traditional programs
  21. 30. What Do We Mean by Carrots and Sticks? Using rewards and punishments to motivate behavior based on the principles of operant conditioning
  22. 33. Why Programs Fail
  23. 34. Programs fail… … because they are programs
  24. 35. 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
  25. 36. Programs narrow scope of vision… … that can lead to missed opportunities
  26. 37. Programs reduce … … creativity and risk taking
  27. 38. Extrinsic reinforcement… … reduces intrinsic motivation
  28. 39. Programs have no impact on culture
  29. 40. Reward programs … … reduce overall motivation
  30. 41. How do most top performers get rewarded?
  31. 42. And…
  32. 43. sticks don’t work
  33. 45. Forget about motivation…
  34. 47. <ul><li>Engagement is a psycho logical construct which refers to an individual’s commitment to one’s organization, work, team, supervisor, and customers and which is demonstrated behaviorally through high levels of discretionary effort </li></ul>
  35. 48. In other words…
  36. 49. Fully in the Game
  37. 50. Robust Impact of Engagement Productivity & Performance Profitability Turnover Absenteeism Employee Fraud Customer Satisfaction & Loyalty Quality Defects Safety Compliance Employee Satisfaction Physical & Psychological Well-Being
  38. 51. motivated and engaged ? What is the difference between
  39. 52. Motivated Engaged External Focus Internal Focus Opportunistic Committed Short-term View Long-term View Self Organization Narrow Focus Big Picture Unstable Stable
  40. 53. Levels of Engagement
  41. 54. Engagement Meter 1 2 3 4 5 Actively disengaged Disengaged Opportunistic Engaged Actively engaged
  42. 55. 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
  43. 56. What kind of behaviors do you see with an actively engaged staff member?
  44. 57. How do we engage staff?
  45. 58. Realizing sustainable increases in engagement requires impacting the culture of your organization
  46. 59. Culture Behavior
  47. 60. “ Your job gives you authority … … your behavior gives you respect ” Irwin Federman, U.S. Venture Partners
  48. 61. the RESPECT™ model
  49. 62. An actionable philosophy which guides and directs behavior
  50. 64. Respects the Organization ORGANIZATION RESPECT INDIVIDUAL WORK TEAM SUPERVISOR
  51. 65. Respects the Supervisor SUPERVISOR RESPECT ORGANIZATION INDIVIDUAL WORK TEAM
  52. 66. Respects Team Members TEAM RESPECT SUPERVISOR ORGANIZATION INDIVIDUAL WORK
  53. 67. Respects the Work WORK RESPECT TEAM SUPERVISOR ORGANIZATION INDIVIDUAL
  54. 68. Feels Respected INDIVIDUAL RESPECT WORK TEAM SUPERVISOR ORGANIZATION
  55. 69. 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
  56. 70. the RESPECT™ drivers
  57. 71. R ECOGNITION <ul><li>“ A pat on the back is only a few vertebrae removed from a kick in the pants, but is miles ahead in results.” </li></ul><ul><li> -- W. Wilcox </li></ul>Thank You
  58. 72. Turnkey Solutions & Best Practices Recognition <ul><li>Send a handwritten “thank you” note home </li></ul><ul><li>Spread the word; inform higher ups </li></ul><ul><li>Create a wall of great ideas </li></ul><ul><li>Hold work up as an example </li></ul><ul><li>Increase decision making & autonomy </li></ul><ul><li>Create more opportunities </li></ul><ul><li>Document performance in personnel file </li></ul>
  59. 73. 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
  60. 74. Turnkey Solutions & Best Practices Empowerment <ul><li>Create powerful on-boarding and new hire training programs; set staff up for success </li></ul><ul><li>Ask staff how you can reduce barriers and help them do their jobs better </li></ul><ul><li>Increase flow of communication, e.g., hold monthly lunches and invite a leader or team member from another department to share updates </li></ul><ul><li>Increase level of autonomy and decision making </li></ul><ul><li>Create learning opportunities through delegation </li></ul>
  61. 75. 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
  62. 76. Turnkey Solutions & Best Practices Supportive Feedback <ul><li>Focus on behavior and impact of behavior not attitude </li></ul><ul><li>Schedule time on the calendar for regular feedback </li></ul><ul><li>Utilize “coaching moments” – quick feedback </li></ul><ul><li>Add role-play to supplement verbal comments </li></ul><ul><li>Keep feedback future focused </li></ul><ul><li>Be selective and focused in your feedback; prioritize </li></ul><ul><li>Serve as a role model and ask staff to provide you with feedback </li></ul>
  63. 77. P ARTNERING “ In the past a leader was the boss. Today’s leaders must be partners with their people” -- Ken Blanchard
  64. 78. Turnkey Solutions & Best Practices Partnering <ul><li>Conduct an internal service assessment </li></ul><ul><li>Develop a mentoring program </li></ul><ul><li>Create a staff council to provide feedback and have input on organizational decisions – especially those relevant to their jobs and benefits </li></ul><ul><li>Increase communication through town hall meetings, weekly newsletters, and a company blog </li></ul><ul><li>Eliminate differences in benefits and perks, e.g., parking spaces, healthcare, and company cars </li></ul>
  65. 79. 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
  66. 80. Turnkey Solutions & Best Practices Expectations <ul><li>Give job candidates the “real deal” </li></ul><ul><li>Set clear expectations from beginning, e.g., volunteer and staff partnership agreement </li></ul><ul><li>Keep focused on organizational mission </li></ul><ul><li>“ What gets measured gets done”; track progress </li></ul><ul><li>Put checkpoints in place; especially early </li></ul><ul><li>Consequate behavior early; “Confused & “Concerned” </li></ul><ul><li>Hold yourself and your people accountable! </li></ul>
  67. 81. C ONSIDERATION “ People do not care how much you know until they know how much you care .” -- John Maxwell
  68. 82. Turnkey Solutions & Best Practices Consideration <ul><li>Know your staff, e.g., hobbies, interest, family </li></ul><ul><li>Be on time & follow-up promptly </li></ul><ul><li>Celebrate accomplishments & special days </li></ul><ul><li>Regularly ask staff members for their opinions & ideas </li></ul><ul><li>Create flexibility in schedule </li></ul><ul><li>Keep people in the information loop; ask if they would like to be copied on emails or join meetings </li></ul><ul><li>Give people your full attention during meetings </li></ul>
  69. 83. T RUST <ul><li>“ Leadership without mutual trust is a contradiction in terms.” </li></ul>-- Warren Bennis
  70. 84. Turnkey Solutions & Best Practices Trust <ul><li>Avoid micro-managing </li></ul><ul><li>Keep your promises </li></ul><ul><li>Own up to mistakes </li></ul><ul><li>Talk to people not about them </li></ul><ul><li>Be honest and direct </li></ul><ul><li>Give credit where credit is due </li></ul><ul><li>Increase autonomy </li></ul><ul><li>“ Walk the talk”; don’t say one thing and do another </li></ul>
  71. 85. None of this works without . . . communication
  72. 86. Communication is the life blood of your organization
  73. 87. “ Communicate everything to your associates. The more they know , the more they care . Once they care, there is no stopping them.” -- Sam Walton
  74. 88. What can you do to create and foster an environment of RESPECT in your organization?
  75. 89. “ Be the change you want to see in the world” -- Ghandi
  76. 90. Question & Comments
  77. 91. For a copy of this presentation Email: [email_address]
  78. 92. Thank You

Notes de l'éditeur

  • Carabiniere – Special force of policemen that belong to the army.
  • Ultimately, partnering can only occur among equals. “Keeping employees well informed will keep them well-engaged”

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