Autism speaks presentation

Leading with RESPECT Presented to: Autism Speaks Paul L. Marciano, Ph.D. July 14, 2011

What is the job of a leader ?

To inspire others to act in ways that fulfill on the mission of your organization

“ Our goal is to change the future for all who struggle with Autism Spectrum Disorder”

Science …finding a cure Family Services …making life better Advocacy …changing the future Awareness …don’t forget our children

“ We are committed to raising the funds necessary to support these goals.” Field Operations Department

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

people give you their best effort ? How do you lead in such a way that

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

When was a time that you lost or gained respect for a leader and what was the impact ?

Respect  Discretionary Effort

We have new recruits at “Hello”

How do we create an environment that leads people to flourish ?

Not with traditional programs

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

Programs fail… … because they are programs

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

Programs narrow scope of vision… … that can lead to missed opportunities

Programs reduce … … creativity and risk taking

Extrinsic reinforcement… … reduces intrinsic motivation

Programs have no impact on culture

Reward programs … … reduce overall motivation

How do most top performers get rewarded?

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

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

motivated and engaged ? What is the difference between

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

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

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

What kind of behaviors do you see with an actively engaged staff member?

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

“ Your job gives you authority … … your behavior gives you respect ” Irwin Federman, U.S. Venture Partners

An actionable philosophy which guides and directs behavior

Respects the Organization ORGANIZATION RESPECT INDIVIDUAL WORK TEAM SUPERVISOR

Respects the Supervisor SUPERVISOR RESPECT ORGANIZATION INDIVIDUAL WORK TEAM

Respects Team Members TEAM RESPECT SUPERVISOR ORGANIZATION INDIVIDUAL WORK

Respects the Work WORK RESPECT TEAM SUPERVISOR ORGANIZATION 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

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

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

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

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

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

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

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

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

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

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!

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

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

T RUST “ Leadership without mutual trust is a contradiction in terms.” -- Warren Bennis

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

None of this works without . . . communication

Communication is the life blood of your organization

“ Communicate everything to your associates. The more they know , the more they care . Once they care, there is no stopping them.” -- Sam Walton

What can you do to create and foster an environment of RESPECT in your organization?

“ Be the change you want to see in the world” -- Ghandi

For a copy of this presentation Email: [email_address]

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