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Good Managers lead with respect
In my previous blog, “The Making of a Good Manager – Good Managers Lead with Loyalty”, I wrote that it is imperative that managers be role models of what loyalty and integrity look and behave like if they want to cultivate employees who are productive, loyal, and who work cohesively. However, it is also important that managers lead with Respect and be role models of Respect as well if they want the same in return.
Respect – is a way of treating or thinking about something or someone in a correct or decent manner. A feeling of deep admiration for someone or something elicited by their abilities, qualities or achievements.
Good Managers will exemplify good character by having respect for their superior/s, their colleagues and equally as important, their team/staff. They will appreciate and treat their staff professionally at all times regardless of title or position. They will remember that everyone’s effort and role has an impact on the success of the organization, whether great or small.
I took the liberty to break-down my perspective of the word respect as it relates to managers’ relationship with their staff on all levels - R.E.S.P.E.C.T – (R)emembering, (E)veryone’s, (S)ervice, (P)urpose, (E)ffort, (C)ontribution and (T)alent matters and attributes to the success of the company. It also matters to the individual staff members that they are treated properly and their daily work is recognized and appreciated. Additionally, it matters when they give feedback about a situation that they will not be taken for granted nor will their recommendation/s be ignored even if not implemented.
It is extremely important for management to understand the role R.E.S.P.E.C.T plays in the strength of an organization. An article in Harvard Business Review titled Motivating People by Christine Porath states that over 54% percent of employees don’t feel respected by their boss – this leads to employees being less engaged, less focused, and less productive and (as a result, there), is more turnover and greater health-care costs.
In fact, I hear all too often colleagues complaining that they want to leave their job because they don’t feel respected or appreciated for their contribution/s. I also witnessed good workers becoming disengaged and others becoming combative with management because they felt disrespected and embarrassed by the way management treated them.
This is disheartening because when people accept a job offer, it’s usually because they admire what the position offers so they start off very excited about the opportunity. In addition, most people are hired because the hiring manager usually admires and respects the contribution and compatibility that the newly hired staff can bring to the team. So what happened to cause the break-down? I suspect, along the way, management possibly lost sight of the negative impact that the lack of respect or the positive impact that having respect has on employees’ willingness to perform.
Managers - If you want your staff to bring their A-game to work daily and stay fully engaged you can’t take them for granted. Nor can you disrespect them or deem the work that they contribute as insignificant. It is important that staff feels admired for their contribution/s and appreciated for a job well done as much as possible. A simple “thank you” or a “pat on the back” can have a huge positive impact on staff and can go a long way if done genuinely. However, rewarding staff’s efforts, when possible, with a raise, a day off, a perk, a bonus or something in addition to their regular paycheck can go even further. Sidebar: Never hold back rewarding your staff - the return on the investment can be priceless.
Secondly, if managers want their staff to respect them and be productive they have to respect their staff even if the staff seems to be unproductive. As the two sayings go “respect is a two-way street” - “if you want respect you have to give respect” and other say earn it. I add - If you want productive workers to stay productive and unproductive workers to become more productive you have to R.E.S.P.E.C.T and acknowledge their efforts. Even the unproductive staff has to feel their efforts matter, however small, to feel motivated. A good manager will even respect an unproductive staff member enough to speak to them properly about the lack of performance and to take the time to listen in order to find out the underlining cause. Sad to say the lack of productivity more likely than not will have something to do with poor management and feeling unrewarded and respected.
Bottom Line, good managers leading with R.E.S.P.E.C.T will ensure that they always strive to maintain a positive working environment by embracing the practice of “Mutual Trust – Mutual Respect – Mutual Freedom of Expression (a combination of openness and listening)” as James Flaherty states in his book titled Evoking Excellence in Others.
My Thoughts - Think about it
Yvonne Ponce, Professional Leadership, and Career Consultant
Stay tuned for more of The Making of a Good Manager
See previous post: The Making of a Good Manager Part I (Integrity) & Part II (Loyalty)
This is a partial critique of Susan Cain’s, Quiet: The Power of Introverts in a World That Can’t Stop Talking. The title fascinated me in the magazine, Spirituality & Health. I have been pleasantly surprised at the strategic yet sensitive approach the author used in her writing on the subject. In the start of the book she gives you a methodical history lesson on how it all began with the terms, extrovert and introvert.
The ‘Age of Character’ had dominated Western culture, philosophy, right before the onset of the Industrial Age. The emphasis was on contemplative thinking, quiet reflection, and character building. Proceeding into the 20th century character building crossed over to personality building. With the Industrial Age and inventions that revolutionized how Americans lived it required personality types to sell their wares. Everyone had to deliver larger than life personalities to get ahead in their discipline and in companionship. From idolizing Hollywood movie stars to advertising companies aiming products to give quiet people confidence; the ‘Age of Personality’ came in like a tsunami and has continued into the Millennial Age.
Its wave has left true introverts trying to figure out how to communicate in this world. Often feeling awkward, neglected, and slightly jealous of those who appear to know what to say, how to say it, and when to say it to ‘connect’ with others. Institutions of higher training, such as Harvard, drive their students to be extroverts. Connecting is greatly encouraged in the classroom, in the dormitory, and attending parties. This is perceived as a positive trait in producing influential leaders that are appealing and accessible. Meanwhile, students that are academically bright and quite comfortable in being with themselves are experiencing a rough time acclimating to being assertive in the schoolroom and the social life at Harvard. The author interviewed several students with introvert personalities that strongly desire to “make it" at Harvard, but pretending they're someone that there not is mentally and physically exhausting. They are desperately seeking a balance between their privacy which keeps them calm and conforming to Harvard's way of grooming potential leader’s to be exceptional not only in their discipline of work but personality as well.
Her usage of language in the first seventy-four pages is not to draw one over the other, but assist introverts in operating in an extrovert world. She presents belief systems that have hindered and propelled both types in internal and external battles that sustain a divide in both working together. I for one was elated to see her usher in a third personality that fits me and I think most people, if we’re honest, to a tee, an ‘ambivert.’ These are people who in certain situations can be one or the other. It depends on the type of setting, and who and how many people will possibly be in attendance.
The Age of Extrovert not only applies to institutions of learning, but political and religious arena’s as well. Interviewing introverts who belong to megachurches that teach want you to hug, hi-five, join a group, attend a function feel as if God is not delighted with their quiet reflection in studying the bible. They love the teaching of the word of God, just not so much the calisthenics of connecting with their pew neighbor. This dichotomy clashes with their passion towards God and wonders if God loves them in quiet observation and non-hi-fiving.
I’ll quit here because I’m deliberately taking my time and reading her book. One, because her study assist’s me in interpreting my ambivert self and how to improve my relationships. Also another reason is, on page of seventy-four, the first paragraph stopped my eyes from moving further. It reads, “From 1956 to 1962, an era best remembered for its ethics of stultifying conformity, the Institute of Personality Assessment and Research at the University of California, Berkeley, conducted a series of studies on the nature of creativity.” The year I was born was in 1962, the end of the Baby Boomer era. Oh, the next several chapters ought to be a doozy.
Take care and until the next time anyone who wants to improve their relationships should purchase this book.
“Giving in, without giving of self is cheating a real connection.” LMH
Quiet: The Power of Introverts in a World That Can't Stop Talking
Author: Susan Cain
Here are a few ways to ensure your profession doesn’t become your identity:
Don’t Allow Your Authority at Work to Go to Your Head - Many companies are still structured in a hierarchical way. While I don’t believe this is the best way, it’s the reality of the world we live in. Having said that, just because you are higher up the food chain and have more control over daily decisions, doesn’t mean you have higher powers than others. Great leaders know their responsibility and act accordingly.
Make Your Legacy About ImpactI love the example Oprah Winfrey gave at a recent commencement address, “The biggest reward in life isn’t financial benefits. Those things are great but they don’t fill up your life, only living a life of substance will. Maya Angelou taught me an incredible lesson. Your legacy is every life you touch.” If your mindset as a leader is focused on making an impact through those you come into contact with, your identity will center around service (as opposed to your profession).
Serve Others Outside of Work - Winston Churchill famously said "We make a living by what we get. We make a life by what we give." This isn’t about financial contributions. Look for ways to volunteer in your community or start a support group. If you give up your free time to serve others in your community, when you change professions, careers, or even retire, you will have places to go to add immediate value.
Focus on Creating More Leaders - Most people think about their own career and development, (which is important) but great leaders focus as much, if not more on others development. I love the quote from Noel Tichy, “Winning companies win because they have good leaders who nurture the development of other leaders at all levels of the organization.” When you are focused on helping others become the best version they can be, your identity shifts away from simply doing your job to creating a butterfly effect of people that value having you in their life.
Yvonne Ponce, Professional Career Consultant/Trainer/Coach determined to enhance and improve professionals and individuals' professional performance and presentation for over 20 years