[ Volume Twenty ]

Article Overview: Looking for some practical advice about how to gain greater respect from staff members? Then read on ...

Research indicates that young workers today spend an average of 3.5 years in a job, and by the time they turn 30 many will have worked in seven different positions. Furthermore, most will have changed jobs an average of eight more times before they retire.[1] Such high staff turnover is not conducive to good business, wasting precious time, money and resources. As such, fostering a sense of loyalty amongst employees to help combat these costs, whilst perhaps a lofty goal in today's times of low unemployment, is clearly worth striving for.

In a relatively stable economic environment where employees typically have greater choice over their next career move, today's employment contract is based on a sense of mutuality - 'I bring my best to the organisation and in return the organisation provides learning, growth, reward and respect'[2]. Respect can seem a rather old-fashioned notion in today's world. Gone are the days when children universally showed respect for their elders, and people in positions of authority were respected without question. Politicians, business leaders, policemen, even priests have all too often shown themselves to be unworthy of respect. These days, respect must be earned, and nowhere is that respect - or lack of it - more critical than in the workplace.

Respect means "to feel or show deferential regard for, or to esteem someone or something"[3]. It takes much time and consistent behaviour of a high standard to gain the respect and trust of employees. There are no quick fixes, but the following ten tips will help you on the road to become a leader worthy of your employee's loyalty and respect.

Ten Tips To Earn The Respect of Your Team:

1. Show Respect To gain respect, you first must show it. People often mirror the behaviours that they see and experience around them - so you must 'walk the talk'. Treat your staff like adults, not inferiors. Be ready to listen to their questions and concerns about their job. Invite your team's input in making decisions which affect them, and then act on it. Let them know you value their contribution. 2. Demonstrate Leadership Strong leadership, that's firm but fair, is required to inspire your employees to trust and follow you. Executive Coach Mark Coulson said, "Leaders who are worthy of respect have the judgement to know the right thing to do; the integrity to do it; the character to stand up to those who don't; and the courage to stop those who won't"[4]. A word of caution: don't confuse strong leadership with fear. A dictatorial management style is a sure fire way to push your employees out the door.

"If you are a leader, look around you. The behaviour you encounter is a mirror of your own. If what you see doesn't reflect what you'd like to see, summon the courage and stamina to look within. It is here that you will find the resources to do the heart work of leadership." - Lorraine Warshaw

3. Impart Vision
Mark Willes, Former Chair and CEO of the US Times Mirror Company said, "People will work for money, but they will die for something they believe in deeply. They will give their all for a cause to which they are committed. If a leader is to lead, he or she must kindle the passion of the organisation, give energy rather than take it away, and help people feel purpose."

Employees respect leaders who give them more information than they need, rather than less.[5] Jim Collins, in his best selling book 'Built to Last - Successful Habits of Visionary Companies' suggests one way that highly successful companies impart vision is through the establishment and communication of a BHAG (a 'Big Hairy Audacious Goal'). General Electric's BHAG, for example, was to "Become No. 1 or No. 2 in every market we serve and revolutionise this company to have the speed and agility of a small enterprise." Collins says: "A BHAG engages people - it reaches out and grabs them in the gut. It is tangible, energizing, highly focused. People "get it" right away; it takes little or no explanation". By giving employees a challenge to strive for, and focusing all efforts on the achievement of this goal, employees can gain greater respect for Management and become more engaged in the organisation's daily activities.

4. Be Professional
Model the kind of professional behaviour you expect from your staff. It's often the small things that leave the biggest impression. Be on time every day and don't make a habit of leaving early. Don't belittle employees. Don't lie to them or swear at them. Be fair and impartial at all times. Don't blur personal and professional boundaries - keep a healthy amount of distance between you and them so that you can remain objective and not be accused of bias or favouritism. Try and avoid making too many personal calls at work and don't ask subordinates to do anything that is not work-related.[6] Although often taken for granted, these behaviours form the basic 'rules of the game' that must be adhered to by any Manager serious about being perceived as a professional operator.

5. Invest in Your People
An ongoing Gallup study reported recently that only 26% of the working population is fully engaged (loyal and productive), 55% are not engaged (just putting in time), and 19% are actively disengaged (unhappy and spreading their discontent).[7] These results help reinforce the obvious importance of investing in your people if you expect them to stay. Studies have conclusively shown that on-the-job training is a powerful motivator of staff. You can earn the trust and respect of your team by developing the individual interests and talents of each team member. Sitting down with each employee on a regular basis to talk about their career development can only improve your relationship. Build trust by gradually giving them extra responsibilities or extra latitude in decision-making.

6. Demand Accountability
Nothing saps team morale faster than a leader who allows poor performers to get away with it without consequence. Managers who address performance issues head on are seen as strong leaders and command greater respect.

7. Be Direct
According to a study conducted by the HR consulting firm Towers-Perrin, 94% of employees say there is a need for greater openness and candour in organisational communication from leaders.[8] The same report also found that employee's preferred mode of communication was face-to-face meetings with their manager. Use voicemail and email sparingly when sharing anything that could be perceived as change, ambiguous or hurtful. As often as possible, communicate directly and in person with team members around sensitive issues.

8. Be Human
Remember that your employees have a life outside work and be prepared to be flexible when staff members go through personal hardship. The respected manager shows compassion, listens and makes allowances where possible. Studies show that workers produce more when they feel their bosses empathise with them as individuals.[9]

9. Give Recognition
Don't take credit for something your employee has done or pass off their work or ideas as your own. Team members will respect you if they know they can trust you to recognise and reward them for doing their job well. Conversely, they will lose respect for you if they feel you are merely using them as a stepping stone in your own career.

10. Get Into The Trenches Once In A While
A common complaint from employees, especially at performance review time, is that their manager does not know what they do. Work side by side with your staff and your perspective about their job may change, as will their perspective of you. Pitch in when you can. A little willingness to get your hands dirty will reinforce your understanding of your employee's daily challenges and help them see you in a more positive light.

Conclusion

In essence, the key to earning the respect of your staff is to treat them the way you would like to be treated. Once you have their respect, you will benefit from their loyalty. They in turn will know you care about them and will be likely to be committed to the business and to produce high quality work. It's worth remembering that if you command respect, people will beat a path to your door; demand obedience, and sooner or later they'll head for the exits.

References:

[1] Work it: Little loyalty left in today's workplace - Employee respect hard to come by
http://secure.rgi.com/news/stories/html/2002/08/17/21782.php
[2] The Retention and Engagement Drivers Report, http://www.keepem.com/doc_files/Ret_Drivers_Report_081204(ext).pdf
[3] http://dictionary.reference.com/search?q=respect
[4] The CEO of the 21st Century - http://www.refresher.com/!mkgceo.html
[5] Five Ways to Earn Your Employee's Respect - http://www.managementeducationgroup.com/frames/articles/employee%20respect.html
[6] Tips For Taking Yourself Seriously, So Your Employees Do, Too - http://humanresources.about.com/od/managementtips/a/set_example.htm
[7] The Retention and Engagement Drivers Report - http://www.keepem.com/doc_files/Ret_Drivers_Report_081204(ext).pdf
[8] Directness Takes Courage and Gains Respect - http://www.refresher.com/!bdwdirectness.html
[9] What's Propping Up Your Leadership? - http://www.refresher.com/!smapropping.html

About Regent Recruitment Regent Recruitment is a recruitment consultancy that assists leading Australian employers to attract and retain talented staff on a contract, temporary or permanent basis. Whether we are filling one permanent role or recruiting contract staff for a 400-seat call centre, we deliver an exceptional recruitment service. Unlike other recruitment consultancies, Regent Recruitment is unique in that it combines the capabilities of a large-scale multinational recruitment operation with exceptional service levels typically only associated with small boutique agencies. How can we assist you? We would welcome the opportunity to have a confidential meeting to discuss your staffing needs in more detail. If you are interested, in the first instance please call Howard Mereine, General Manager, on (03) 9909 7150 or e-mail Howard at hmereine@regentrecruitment.com.au. We look forward to speaking with you.

This article was licenced by Regent Recruitment for the Regent Recruitment client newsletter.
Written by Victoria Small and Nathanael Small, and edited by Paul Quinn, Quinntessential Marketing Consulting Pty Ltd.


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The views and opinions expressed in this document are those of the authors and do not necessarily reflect the view of Regent Personnel Pty Ltd.