How powerful is respect? It can change the dynamics of performance. It can mean the difference between failure and success. It can determine whether an organization is inclusive or insular. Two recent works (a book and a study) show the importance and power of respect.
Organizations characterized by a culture of respect are not only good places to work but they also produce results, as advocated by Paul Meshanko in his book The Respect Effect (2013). Meshanko states that “The best results are achieved through one of the most basic human behaviors: the showing of respect,” and says that when workplaces consistently value and nurture employees, they increase employee engagement. He further states that “Engaged employees become emotionally committed to the success of their organizations and are much more likely to give their highest levels of discretionary effort to the organization when performing their work.” Most importantly, Meshanko maintains that integrity is the “super value” that holds respect together.
In 2011, Georgetown University professors Christine Porath and Christine Pearson conducted a survey that addressed the issue of respect in the workplace. Porath's and Pearson’s survey of 800 managers and employees in 17 industries found that when respondents had been on the receiving end of incivility in the workplace:
How many of you would agree that integrity and civility are key to respectful workplaces? If you agree, let’s take those as basic fundamentals and explore further. Ask yourself, “What are other ways in which leaders at all levels can help build environments in which employees feel respected? How can I help make the organization inclusive rather than insular?” Here are a few ideas that I believe are important.
Organizations characterized by a culture of respect are not only good places to work but they also produce results, as advocated by Paul Meshanko in his book The Respect Effect (2013). Meshanko states that “The best results are achieved through one of the most basic human behaviors: the showing of respect,” and says that when workplaces consistently value and nurture employees, they increase employee engagement. He further states that “Engaged employees become emotionally committed to the success of their organizations and are much more likely to give their highest levels of discretionary effort to the organization when performing their work.” Most importantly, Meshanko maintains that integrity is the “super value” that holds respect together.
In 2011, Georgetown University professors Christine Porath and Christine Pearson conducted a survey that addressed the issue of respect in the workplace. Porath's and Pearson’s survey of 800 managers and employees in 17 industries found that when respondents had been on the receiving end of incivility in the workplace:
- 48 percent intentionally decreased their work effort,
- 47 percent intentionally decreased their time spent at work, and
- 38 percent intentionally decreased the quality of their work.
How many of you would agree that integrity and civility are key to respectful workplaces? If you agree, let’s take those as basic fundamentals and explore further. Ask yourself, “What are other ways in which leaders at all levels can help build environments in which employees feel respected? How can I help make the organization inclusive rather than insular?” Here are a few ideas that I believe are important.
- Establish a relationship with those you lead. Leaders who establish an authentic relationship with people they work with are showing respect. When leaders get to know people on a personal level, they are showing that they care about them and are committed to their well-being. Leaders are conveying that the people are important and that they matter.
- Recognize and acknowledge. Leaders that take time to recognize and acknowledge employee contributions are fostering respect. People feel respected when they know their contributions are appreciated and valued. Judith Umlas in her book Grateful Leadership (2013) writes that “when gratitude is expressed, people are passionate and feel a deeper connection to their work.”
- Ask questions and listen. The leader isn’t expected to know everything. To the contrary, successful leaders have to get work done through others. Multiple heads at work are better than one, and questions open the door for thinking about different possibilities. People feel valued when they’re asked for their ideas and opinions. And the leader just can’t ask the question. The leader needs to listen! By listening intently and giving full attention, the leader honors the other person. People who contribute feel engaged.
- Follow through—the leader needs to do what they say they are going to do. This includes following through on the simplest of commitments. If the leader is unable to make a previously scheduled meeting with a staff member, the leader needs to honor that commitment ahead of time by going back and renegotiating another time for the meeting. Leaders who return phone calls or emails in a timely manner and forward material as promised show people that they value and respect them.
- Apologize. Leaders, like anyone else, are going to have days that aren’t their finest days. When they slip and disrespect someone in some way, the key is to apologize sincerely and quickly.
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