WELCOME Dear Participant,
Thank you for taking the time to experience RESPECT. This dynamic process has helped numerous organizations, teams and workgroups achieve incredible results by creating a culture of inclusion and engagement through the platform of RESPECT. We live and work in communities that are more diverse than ever. Diversity is in a constant state of flux. The traditional approach to diversity is focused on how to manage it. Our non-traditional approach to diversity, inclusion and engagement provides a road map to successfully leverage the diversity in our organization. Having the ability to unlock the talent and potential that exists in our workplace is key to collaboration, innovation, creativity and bottom-line results. If you act on the concepts and utilize the tools in your business and personal life, you will live and work more effectively, produce greater results and improve your relationships. Being the best you that you can be and encouraging others to do the same is a great achievement in life. People are an organizations greatest asset. More accurately people are the only appreciating asset in an organization. When an organization shows a genuine appreciation for its people, the organization changes. When we as people show a genuine appreciation for each other‌‌the world changes. We consider it an honor to share these powerful principles with you. Enjoy! Respectfully,
Anita F. Paige
Senior Vice-President
GOALS
• Discuss why Culture Matters in our efforts to attract and retain top talent while remaining competitive and relevant in the market place. • Define, design and develop tools to Respect. • Learn the power of Mental Management to ensure lasting change. • Develop Attitudes that support Respect, Inclusion and Engagement within our workplace, internally and externally. • Determine the best way to live out our Values and have alignment between what we say and do.
PROGRAM OUTLINE 1. 2. 3. 4.
Culture Matters Creating Respect from the Inside Out Our Habit of Thinking Values as the Point of Connection
Post-Work Options • 30 for 30 Challenge • Customized Tool Kit • Assessment • Sustainability Plan
CULTURE MATTERS
1
Culture is one of the greatest assets that an organization can have. Culture determines our habits, our behaviors, our level of productivity and our willingness to contribute. Anytime an organization is faced with the necessity of change, evolution or next level strategies the question that must be asked is this…. ”do we have the culture to support the forward movement?” By focusing on our culture we gain the ability to enhance or rebuild our current culture. This unit will help us evaluate our current culture and set the stage for envisioning a culture of Respect.
In this unit we will cover the following LEARNING OBJECTIVES: • Identify norms - current culture • Explore “cause and effect” • Learn the prerequisites for moving from withdrawal and withholding to engagement.
"If you have been trying to make changes in how your organization works, you need to find out how the existing culture aids or hinders you."
THE POWER OF COMMON LANGUAGE
Diversity
Any difference whatsoever, automatic, it shows up when we open the front door.
Inclusion
Inviting people to be themselves at work, valuing difference and letting them know that their contribution is valued.
Engagement
A Business Management Concept.
Employee Engagement
A measurable degree of an employees positive or negative emotional attachment to their job, colleagues or the organization.
Engaged Employee Culture
George Bernard Shaw
“The single biggest problem in communication is the illusion that it has taken place”
The only way to communicate effectively or to include others in the conversation is through “common language”. Take a moment to review the following words and how they are defined.
One who is fully involved in and enthusiastic about their work and thus will act in a way that furthers the organizations interests. Culture is made up of the values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people. The “way we do things” for those in a particular workplace. Can be either written or unwritten.
PROVIDING CONTEXT FOR THE CONVERSATION ACTIVITY:
As we have conversation regarding diversity, inclusion and engagement it is important to establish the context of the conversation. Take a moment to define your workplace.
Organization Name
ACTIVITY 1: Awareness is the key to successful change. Thinking about your organization, the current culture and behaviors that are present, how would your organization stack up?
ACTIVITY 2: Is there a cost to the organization? If so, what is the cost? Short Term:
Long Term:
THE INFORMAL ASSESSMENT
Most organizations measure fewer than one time per year. It’s rare that we are surprised when we see the data because behavior is always an indicator of what we should expect. We can be intentional about assessing engagement by having an awareness behavioral indicators. Engagement surveys measure what employees are thinking and feeling. Thinking and feeling will always precede behavior. ACTIVITY: Identify current behaviors and ideal behaviors for each level of engagement.
Actively Engaged Current
Ideal
Disengaged Current
Ideal
Actively Disengaged Current
Ideal
BACK TO BASICS
Withhold Engagement Withdraw
RULES OF ENGAGEMENT Building a RESPECTFUL culture requires the willingness to address conflict, overcome barriers and work toward solutions. It requires us to “Engage”. Too many times we function in the space of the “unwritten” rules. Success happens when we all live by the same set of rules.
1. Maintain a respectful tone and volume when sharing my opinion. 2. Take the point of view of others. 3. Value the many different sources of knowledge that exist. 4. Listen to the entire message, without interrupting or editorializing. 5. Look for places to agree, connect and support. 6. Explain why I disagree, when I do. 7. Admit to myself where I need to grow or change. 8. Acknowledge that I don’t have to be right all of the time. 9. Act in ways that edify the group’s self-esteem. 10. Be respectful of time when making comments.
RULES OF ENGAGEMENT ACTIVITY:
Building community requires not only common language but also a clear picture of expectations, responsibilities, guidelines and norms. Take time to “Build” Rules of Engagement that will bring success to your organization, workgroup or team.
1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
FINAL THOUGHTS
What are you thinking and feeling about what we’ve discussed in this Unit?
What are your key takeaways from this Unit?
As we build the foundation of RESPECT in the next Unit are you willing to contribute to improving the level of engagement in yourself and others? Why or Why Not?
2
CREATING RESPECT FROM THE INSIDE OUT
The “traditional” conversation around change in the workplace focuses on changing our behavior to a achieve an outcome or a goal. Behavioral change is temporary and relies on will power to sustain it , unless the behavior is supported by a belief. Our belief system dictates all of our actions, decisions and spontaneous reaction. This unit allows us an opportunity to explore our belief system by understanding how the mind works. You will also gain skills to make lasting, positive change and program your most important, most amazing tool: your mind . The only way to change what you are doing is to change what you are thinking. In this unit we will cover the following LEARNING OBJECTIVES: • Define and Design your vision of RESPECT • Explore the three-part thought process: conscious, subconscious and creative subconscious • Learn how our “filters” are formed and how they impact our “perception” • Identify and eliminate “blind spots” •
“The sad truth is that most evil is done by people who never make up their minds to be good.” Hannah Arendt - political scientist, 1906-1975
ACTIVITY: Define and design Who has had the greatest influence in your life in forming what you know and believe about RESPECT? Why?
Think about the best group or team that you’ve been a part of. What was it about being on the team that would classify it as best?
Please describe an incident in which you felt RESPECTED.
What was it about that incident that made you feel RESPECTED?
THE POWER OF COMMON LANGUAGE
The only way to communicate effectively or to include others in the conversation is through “common language”. Take a moment to review the following words and how they are defined.
Respect Thought Process Blind Spots Stereotypes Prejudgments Culturally Reponsive Culturally Competent
“
To be defined and designed by the group/team 3 Parts of the mind – conscious, subconscious and creative subconscious A sensory locking out of our environment based on conditioning, belief and prior expectations A Standardized mental picture that is held in common by members of a group. Represents and oversimplified opinion To judge before hearing or before full and sufficient examination Having the ability to bridge the gap between our own cultural background and the cultural backgrounds of those we work with, partner with and serve Having the ability to be fluent in the culture of RESPECT as defined
The single biggest problem in communication is the illusion that it has taken place George Bernard Shaw
Behaviors are Beliefs Acted Upon Conscious (Search Engine)
Decide
lua te Ev a
As so
cia te
Perceive
Creative Sub-Conscious Anti-Virus
Sub-Conscious (Hard Drive)
Creative Subconscious (Anti-Virus Software) • • • •
Resolves Conflict Makes Sure You “Act Like You” Maintains Your Present Reality Works to get what it “sees”
Subconscious (Hard Drive)
• • • • • • •
Present “Truth And Reality” Beliefs and Knowledge Values Self Image – Self Esteem Overlearned Skills Stereo Types Prejudgments
Power 2-4%
Will
MIND FACTS THE CONSCIOUS PROCESS
Believe it or not, your conscious mind is only responsible for 2-4% of your perception and behavior. Your conscious mind associates and evaluates this data as it enters your mind, allowing only data determined to be of value to be stored. The conscious mind decides upon a course of action or inaction.
THE SUBCONSCIOUS PROCESS
Your subconscious is responsible for 96-98% of your perception and behavior. Your subconscious records and stores your “reality” and handles automatic activities and habits.
THE CREATIVE SUBCONSCIOUS
Belief
System 96-98%
Your creative subconscious exists to resolve conflict, reduce tension, creatively solve problems, and makes sure you act like you. It provides the drive and energy to maintain your “reality” (whether or not that “reality” is in your best interest). You are the sum total of your dominant thoughts. You are going to move toward and live into the image of reality that you store in your subconscious mind. The mind has a tendency to gather information that supports dominant beliefs and filters out new information that challenges those beliefs. Hence, we are more likely to find what we are looking for.
AWARENESS
How accurately I perceive the world around me. My awareness is made of my experiences, beliefs and education.
THINK ABOUT YOUR THOUGHTS 1 Unconsciously Incompetent
“I don’t know, and don’t know I don’t know” You are responsible for your actions and decisions. The laws of human effectiveness will govern the outcome of your decisions whether or not you are aware of the them. It is only when you become aware of something that you can recognize a need.
2 Consciously Incompetent
“I don’t know, and I know I don’t know” When you don’t know and you know it, you can begin to learn and change. Conscious incompetence creates a fever to know, to improve, and to set and reach a goal.
3 Unconsciously Competent
“Things are working, but I don’t know why” At this level of competency you often make appropriate decisions and act accordingly. The challenge is that you aren’t sure why you are competent or why things are working. This makes it difficult to repeat your success or to teach or to share it.
4 Consciously Competent
“I know, and I know that I know” At this level of conscious competency, you have developed skills and identified the appropriate behaviors and actions for success. Is it enough to know? How many people know more about good communication than they demonstrate in the interactions with others? How many people know more about RESPECT than is evidenced by their daily behaviors?
5 Unconsciously, consciously competent
“I know, and I know that I know, and I’ve turned it over to being natural, free-flowing, spontaneous and consistent!” RESPECT is about reaching the fifth level of competence and becoming unconsciously, consciously competent. Learning the tools to bridge the gap between knowing and doing. Respect shows up when you bring it. Brand new begins with you. Challenge yourself to become UNCONSCIOUSLY, CONSCIOUSLY COMPETENT.
THE DATA CHALLENGE
It is possible to retrain our minds to assess and act upon things based upon new and accurate information. Here are six techniques to slow down the process and interrupt the system. • • • • • •
Do a complete 360 – Consider every side Give the Benefit of the Doubt – Assume best intentions Double check the credibility factor – Consider the source Be courageous enough to challenge your own assumptions Identify the root cause of your thoughts and opinions Be intentional about seeking accurate information
ACTIVITY: Putting it into practice - Outline your process
1.
2.
3.
4.
5.
6.
LOCK ON, LOCK OUT
ACTIVITY: Think about a time you’ve had a conflict in the past or a particular relationship that you have difficulty managing. 1. What are/were the major challenges with this conflict or person? 2. What are your perceptions of this situation/person? 3. Is there anything that could be impacting your perception of reality? (6 steps) 4. Based upon your new level of awareness is there anything that you could do or should have done differently?
FINAL THOUGHTS
How will managing the thought process impact you inside and outside of the workplace?
What are your key takeaways from this Unit?
Brand new begins with you‌..RESPECT shows up when we bring it. What are 5 things that you can do today that will contribute to a RESPECTFUL culture?
OUR HABIT OF THINKING
3
None of us have very much control in life. We can’t control others. We can’t control who we work with or the clients we serve. We can’t control circumstances. And we certainly can’t control nature.
But the one thing you can always control is your habit of thinking…..your ATTITUDE. Learn to do that well, and you’ll live a fulfilling life – no matter where that life may lead or who may be a part of it. Attitude is the direction we lean on the subconscious level and it controls all of our spontaneous thoughts and reactions. Is it possible to know what type of attitude a person has? Not usually . However we can get a good idea of a person’s attitude by observing that person’s behavior.
• Define Attitudes and why the Right Attitudes are critical for RESPECT • Conclude that words are tools which predict or perpetuate performance • List the components of three-dimensional attitude formation
Attitude is a little thing that makes a big difference. -Winston Churchill
In this unit we will cover the following LEARNING OBJECTIVES:
ACTIVITY: Identify 8-10 qualities fo the people you respect and admire most.
A
S
K
ACTIVITY: Limiting Habits to Positive Opposites (Organizational)
Limiting Habit
Positive Opposite
In regards to building a culture of RESPECT, Inclusion and Engagement, how are our “Limiting Habits” standing in the way of our success?
Specifically, how are these habits/attitudes impacting our people?
How will our organization benefit if we form new “attitudes” within our culture?
HABIT OF THINKING
ATTITUDE
BEHAVIORS
QUALITIES
ACTIVITY: As we build bridges towards RESPECT it will require certain Qualities (Behaviors & Attitudes) to be present. Take this time to determine the Qualities that must “show up” and what they look like lived out in order for us to cross the bridge to a culture of RESPECT.
ATTITUDE: The direction in which you lean at the subconscious level; a habit of thinking that controls your spontaneous reactions. Words are the “trigger”. Thus, words can be our tools. Words are powerful tools. How do we use words? Do they build or destroy? The words we use trigger pictures about ourselves, each other, our culture and our organization, which result in an “attitude”
EMOTIONS PICTURES WORDS
ACTIVITY 1: Words are powerful. Shifting our conversation is key. Words trigger pictures and pictures trigger emotions. What is common language in our organization?
ACTIVITY 2: How can we use the concept W/P/E to shift the conversation so that it supports our vision of RESPECT?
FINAL THOUGHTS
What are you thinking and feeling about what we’ve discussed in this Unit?
What are your key takeaways from this Unit?
Looking at the Qualities necessary to build a RESPECTFUL workplace, identify 3 of those qualities (words) which give you an opportunity to grow in those areas (where you may not be strong right now).
Using the concept W/P/E choose one of those qualities (W) and identify specifically what it will look like lived out‌.what will you be doing (P)? How will you feel (E)?
VALUES
4
A value is a belief, a mission, or a philosophy that is meaningful. Whether we are consciously aware of them or not, every individual has a core set of personal values. Values can range from the commonplace, such as the belief in hard work and punctuality, to the more psychological, such as self-reliance, concern for others, and harmony of purpose. Conflict, major disagreements and/or allegations of disrespectful behavior can often be attributed to differences in value systems. When we feel that our values are being questioned, challenged or attacked, we tend to respond by defending our values. This causes us to lose sight of our common goals and instead focus on defending who we are as individuals rather than attempting to resolve conflict. This unit will give you an opportunity to explore your values, look at values as a point of connection andconsider what it means to be the best you that you can be. In this unit we will cover the following LEARNING OBJECTIVES • Explore values as non-negotiable • Understand how values drive our behavior – consciously and subconsciously • Consider how values allow us to connect and support
Try not to become a man of success but rather try to become a man of value. -Albert Einstein
A value is: • Chosen freely • Chosen from alternatives • Chosen after considering the consequences • Performed • A pattern of life • Cherished • Publicly affirmed
Life-Style
Relationship
Social Responsibility
Self-Development
Health Play Prosperity Family Community
Fairness Honesty Forgiveness Peace
Belonging Teamwork Helping Communication Friendship
Self-acceptance Knowledge Creativity Personal Growth
Mastery Competence Achievement Advancement Recognition Expertise
ACTIVITY: Please list your values as they come to your mind and explain why they are important to you.
Values
Value
Why it’s important.
C.L.O
I.L.O
VALUES: THE FOUNDATION OF RESPECT
FINAL THOUGHTS
What are you thinking and feeling about what we’ve discussed in this Unit?
What are your key takeaways from this Unit?
Using values as a point of connection. What types of people do you believe you connect with very naturally? What can you do to be intentional about finding ways to connect?
NOTES