Zig Zigler said, "You don't build companies, you build your people, and your people build the company". Last week, when exploring where to start when you want to bring improvements to your culture, I said that by a VERY significant margin, the most important element in a positive culture is RESPECT. And I asked if your staff feel respected?There is often a difference between your intentions ("well of course I respect my staff") and how your staff actually feel ("I feel respected as an employee of this firm and by my boss"). It is important to find out what your staff actually feel. That said, it is sometimes not as easy as just asking them, so here are eight important things you can do that will help your staff feel more respected.
Time. Respect other people's time - this is huge. Be early or (at the latest) on-time for meetings - don't keep people waiting. Plan and be prepared. Unless it's social, be succinct and get to the point. This also sets a great expectation that 'meetings start on time, and make sure you are prepared'.If you invite people to meetings, ensure they know what they are meant to contribute and what their role is (provide insights, explore an issue, help make a decision); they should be adding value, or be having value added to themselves (learning) - but they need to know that.Recognise that others are probably as busy as you are - just different busy. Don't get in the way of people doing their jobs.
Keep your promises. If you say you'll do something, then do it. A promise is a psychological contract, if you break the contract several times or as a matter of course, people will learn that they cannot trust you. Have a mindset of 'no excuses'.
Keep exceptional words for exceptional circumstances. By this I mean things like 'stop apologising', or reduce the amount of strong language you build into a sentence. If you apologise or swear all the time, the words have no meaning, they become an irritation, and can severely interrupt the flow of the conversation. DO apologise or use strong language when the need arises - if it is exceptional, people will really take notice.
Deal with situations that need dealing with - straight away. Dealing with difficult things is part of a leader's lot. One of the most difficult situations to deal with is other people's behaviour. If that is impacting other members of your staff, they will be looking for (expecting) you to address it - it's another one of those psychological contracts. Failure to address it may erode overall performance, impact their trust in you, and perhaps most damaging, tacitly give approval to a behaviour that others may emulate - thus making the problem even worse.
See your staff as real people. Know all their names if you can, or for larger teams at least acknowledge them: eye contact, smile, say hello - because they will know who you are. Chat to them - not always about work - take every crossing of paths as an opportunity to invest in their 'sense of belonging' to your company. A little human connection can go a long way - they recognise you as the boss - but don't forget you are human too.
Spend more time in receive mode. Your company will be talking to you - in many different ways - if you will just allow yourself to stop transmitting and instead tune in to all the other potential information that is swirling around you. Seize cues that you can use to open conversations to get to the heart of what your people are feeling.
Listen. When people share what they really feel, take that as a complement. It is often a hard thing for people to do - it implies that they either feel they can say what they feel without repercussions - or they may just be desperate with nothing to lose. But listen - don't dismiss them, don't ignore them - their concerns are very real to them and are felt. Ask clarifying questions (not justification questions) as you try to understand their perspective. Don't provide defensive responses or retorts. Take a moment before replying - you need to respond to their emotions - not compete with them.
Firm and Fair. You are not there to be popular - you are there to lead a company which means to set the vision and direction, build the organisation and culture that will get you there, while keeping the whole thing financially viable. So, be clear and consistent about what you expect and want. Be inspiring - share your vision and passion. Live the values of your company by your own behaviour - lead by good example. Give praise when it's deserved, recognise effort, and deal with situations that are taking you away from your goal.
This is by no means an exhaustive list, but these are some of the areas that can have a huge impact on contributing to a positive working culture for your staff. It starts with you. As Otis Redding wrote (immortalized by Aretha Franklin) your team “have got to have a little respect”.
Ensuring that your people feel respected is essential to helping them feel they belong and so make an investment of a considerable percentage of their life (time, emotion, effort, opportunity). Your people will carry your, and their, company to success - you just need to create the environment in which they can and will do that.
If you want to discuss your culture or how to go about leading it, then, here I am.
Graham
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