This document discusses the importance of respect and engagement in leadership. It presents the RESPECT model, which consists of recognizing, empowering, providing supportive feedback, partnering with, setting expectations for, considering, and trusting employees. When leaders follow these principles, it can help create a culture of respect, increase employee engagement and discretionary effort, and improve organizational performance, productivity and satisfaction. The document encourages leaders to apply the RESPECT model and its best practices to foster an environment of respect within their own organizations.
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
36. Programs narrow scope of vision… … that can lead to missed opportunities
47. 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
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
56. What kind of behaviors do you see with an actively engaged staff member?
62. An actionable philosophy which guides and directs behavior
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64. Respects the Organization ORGANIZATION RESPECT INDIVIDUAL WORK TEAM SUPERVISOR
65. Respects the Supervisor SUPERVISOR RESPECT ORGANIZATION INDIVIDUAL WORK TEAM
66. Respects Team Members TEAM RESPECT SUPERVISOR ORGANIZATION INDIVIDUAL WORK
67. Respects the Work WORK RESPECT TEAM SUPERVISOR ORGANIZATION INDIVIDUAL
68. Feels Respected INDIVIDUAL RESPECT WORK TEAM SUPERVISOR ORGANIZATION
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
71. 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 Thank You
72. 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
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
74. Turnkey Solutions & Best Practices Empowerment Create powerful on-boarding and new hire training programs; set staff up for success Ask staff how you can reduce barriers and help them do their jobs better 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
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
76. 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 staff to provide you with feedback
77. P ARTNERING “ In the past a leader was the boss. Today’s leaders must be partners with their people” -- Ken Blanchard
78. Turnkey Solutions & Best Practices Partnering Conduct an internal service assessment Develop a mentoring program Create a staff 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
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
80. Turnkey Solutions & Best Practices Expectations Give job candidates the “real deal” Set clear expectations from beginning, e.g., volunteer and staff partnership agreement Keep focused on organizational mission “ What gets measured gets done”; track progress Put checkpoints in place; especially early Consequate behavior early; “Confused & “Concerned” Hold yourself and your people accountable!
81. C ONSIDERATION “ People do not care how much you know until they know how much you care .” -- John Maxwell
82. Turnkey Solutions & Best Practices Consideration Know your staff, e.g., hobbies, interest, family Be on time & follow-up promptly Celebrate accomplishments & special days Regularly ask staff members 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
83. T RUST “ Leadership without mutual trust is a contradiction in terms.” -- Warren Bennis
84. 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