Ask any leader, “How are you?” and nine times out of ten they’ll say, “busy as heck.” They’re running from meeting to meeting, call to call, and email to text, with little time for chit chat or what are quaintly known as “the niceties.” Sometimes they’ll even skip the universal “How are you?” question before getting down to work. Given the pace of business these days, this is understandable.
But research indicates that even a momentary period of personable talk or banter before a meeting or training session can have a positive impact on mood and morale. The same can be said for consistently treating others with respect and civility. In fact, Findings from surveys conducted by the Energy Project indicate that, “Employees who felt their leaders treated them with respect were…
- 63% more satisfied with their jobs
- 55% more engaged
- 58% more focused, and
- 110% more likely to stay with their organization.”
In short, respect works wonders.
If you think about it for even just one moment, you’ll realize that everyone wants to be treated with respect regardless of who they are or their status. This is supported by recent neuroscience that indicates that feeling respected and disrespected are the result of very primal, existentially focused brain activities that result from identifying and addressing threats than they do higher level thinking and rational consideration. Respect and disrespect are feelings, and when leaders and culture creators deliberately build an “actively respectful culture” in their organizations, they increase the likelihood that employees and managers will feel respected, respect others in turn, and see increases not only in morale, but in many key performance metrics like productivity, partnership, and customer satisfaction.
So, how do respectful leaders know what behaviors their colleagues and employees consider to be respectful? First, they shouldn’t assume that everyone wants their leaders to operate based the Golden Rule: do unto others as you’d have them do unto you.
The fact is, not everyone wants to be treated the same way. Some of us like to exchange pleasantries before a meeting, while others prefer to jump right in. Similarly, some prefer that their leaders and colleagues communicate informally and focus on creating a human connection before getting down to business. Whereas others prefer to communicate more formally, sharing facts and data while eschewing emotions.
The key is in learning what others consider to be respectful and then adapting behavior to suit. This is where the Platinum Rule comes in. Coined by Dr. Tony Alessandra in the book of the same name, the Platinum Rule states, do unto others as they would have you do unto them.
