The following is the list of suggestions that emerged from the conversation that was conducted with this participant and another four people at their table. It is important to note that the following behaviours can be conducted irrespective of the culture that exists within the organisation.
- Take the time to get to know each member of your team individually. This means that you would know the names of their partner, their children (if they have any). You would remember their hobbies and passions and genuinely inquire about how they are going with those pursuits. If you had a poor memory you would create a structure to ensure that you could remember these things. An example of such a structure is creating notes for each of the members in your team.
- You would have a clear understanding of the career path that each of your team members is travelling and raise their awareness of any opportunities that would enhance their development in that direction.
- You would let people do their jobs and trust them with appropriate authority for their roles. As much as possible you would stay out of their way but you would be explicit with them about why you would do that.
- When bad information about your company was required to be shared with your team, you would share it. You would not ‘sugar coat’ the news.
- You would provide performance feedback to your team members and make it as easy as possible for them to provide you with feedback. You would not ‘sugar coat’ feedback.
- You would be proactive about ensuring that the remuneration of your team members was ‘fair’ in the context of your organisation and industry. This means that if you discovered that someone’s package was not ‘fair’, you would do whatever your system would allow you to do to rectify that situation.
- You would recognise and reward your team members for their contributions.
- You would be proactive with letting your team members know about opportunities that might take them out of your team if your view was that the opportunity aligned with their career aspirations as you understood them.
This list of examples is just a start. Once again it is important to note that these behaviours can be adopted irrespective of the overall culture within the organisation.
What are your examples of how, as a formal leader you have practiced the value of ‘respect’ in your role? How have you catalysed Conversations That Matter®? Or, if you would like more information about how to practice the examples provided above, please let me know.
Again, please add your comments to this article as I would like to learn from your experiences in putting the value of 'respect' into action.