“A Good Leader Manages, But a Great Leader Builds a Culture That Engages People.”
Respect is an innate urge to show consideration towards someone for their qualities or attributes. Apart from its generic praxis, respect should be an obligation in the workplace, regardless of anyone’s surreptitious feelings. Workers, as well as leaders, should respect each other as this opens up doors for a good working environment, which in turn increases employees’ fruitfulness. Whenever employees are being asked what matters most to them, the notion of being respected by their chiefs often peaks the list.
Besides this, Because people’s jobs are often focused on who they are and how they discern themselves, the urge to be respected prompts in a professional setting and is an important gesture of social eminence. Moreover, employees often connect with firms in an anticipation of developing their identities over time, by growing professionally and becoming better versions of themselves. Respect is a salient feedback mechanism and catalyst for our furtherance. A humble workplace brings boundless perks to the firm.
Employees who claim that they feel respected are way more contented, are more indebted to their jobs and are comparably devoted to their companies. They are more flexible, collaborative with others, perform better and more innovatively, and are more obliged to take direction from their chiefs. Contrariwise, a lack of decorum can administer real harm. Here is a suitable quote from a best-selling book, Crucial Conversations, “Respect is like air. As long as it’s present, nobody thinks about it. But if you take it away, it’s all that people can think about.”
Heads must treat all of their employees justly, without making anyone feel left out. Many times, heads often make the mistake of fingering out favourites and disregarding various others. Partition as such is nothing more than a demonstration of disrespect for specific people, besides, such behaviour leads to an unhealthy atmosphere within the team, the surfacing of envious people, and the division of people become apparent then.
Leaders should incorporate all of their employees into meetings held within the company so that every member is aware of what is happening, how the company is evolving, what are the problems which the company is facing, what are the upcoming plans. Also, the company should provide an opportunity to its workers to come up and discuss the problems they are facing. An environment like that would make it apparent that the opinion of all employees without any exception is important in the company.
There’s a lot of wisdom in the phrase, “Listen much and speak little.” It’s one of the foremost hallmarks of a true leader. They’re hawk-eyed enough to take in even the subtlest details about their workplace, including employee behaviour, considerations about team spirit and opportunities to make upgrades in the company procedures.
Needless to say, Leadership determines company culture enormously. Leaders can fortify organisational values by helping their workforce grow and expand through goal setting, chances, and recognition. They can further elevate employees through periodic feedback. As it’s obvious that when employees have an open and ongoing dialogue about their tasks, their confidence in their leader is bound to strengthen. At a higher level, a true leader bothers about and divulge the best in others through preparation, mentoring, observing and believing.
The best leaders are the ones who guide and advise rather than mismanage and gatekeep. They support their people and empower them to do amazing work rather than trying to do it all on their own. They treasure their workforce, provide opportunities, and share victories. Good leaders are naturally comprehensive and they build connections for their teams. One must keep in mind that being a good leader takes time. Although some of us are naturally inclined to have great leadership skills, it is something anyone can learn and improve upon. With hard work, dedication and strategic planning, one can lead their team to success.
Simply put, great leaders are ‘good people people’. They find time for their workforce, they are get-at-able and take a genuine interest in how the workforce is working. They treat their workers well on a compatible basis and support team members with difficulties that they may be facing at home or work. People who work for leaders as such often assert that they feel veritably cared for. And now, compare the aforementioned situation to leaders who barely leave their offices, are unreachable, or who appear to have a closed-door policy.
