| Become a Respectful Manager | | | | welcome new employees? What progress are |
| | | | your employees making? What have they |
| What makes a Great Manager? Respect is a | | | | accomplished of note? |
| major ingredient in the formation of a manager | | | | The Respectful Manager shows interest. This |
| who people love to work for and who gains the | | | | builds on taking time get to know a little bit about |
| reputation that attracts quality employees to a | | | | each of your employees. When you know your |
| company. | | | | employees, youll know when something is wrong. |
| Respect is not gained by threat of punishment. | | | | Youll know when something wonderful happens to |
| Respect cant be expected or demanded. | | | | them. Youll know how to reward them when |
| We have high regard or respect for people who | | | | they deserve it. Youll know where their interests |
| show high regard or respect for us and others. | | | | lie and where they may be of benefit to your |
| We usually want to please people who take | | | | company. |
| actions to please us. | | | | The Respectful Manager provides feedback. |
| Someone has to show or give respect first to | | | | Employees want to know when theyve done |
| start the ball rolling. Who should show respect or | | | | something wrong. The vast majority of |
| regard first, the manager or the employee? In | | | | employees come to work wanting to do well and |
| my opinion, respect must begin with the person | | | | they want feedback so they know how theyre |
| who has the highest authority in this case, the | | | | doing. Reward publicly and discipline privately. |
| manager. Here are. . . | | | | The Respectful Manager communicates |
| Ten Ways to Demonstrate and Get Respect: | | | | expectations. Ive seen so many problems with |
| The Respectful Manager listens to employees. Be | | | | employees that were solved just by discussing |
| open to your employees. Ask for and listen to | | | | what was expected of them. If an employee |
| their suggestions, their observations, and their | | | | doesnt know what is expected of them, the |
| feedback. Often, your employees are closer to | | | | manager isnt likely to get the results they want. |
| your customers than you are. Do you know what | | | | Be very specific. Check for understanding. Provide |
| theyre hearing? | | | | details and examples. |
| The Respectful Manager is fair and consistent. An | | | | The Respectful Manager rewards exceptional |
| employer who plays favorites does not show | | | | effort. Anytime an employee goes above and |
| respect and certainly wont get it from employees. | | | | beyond coming in early and leaving late, taking on |
| Put your policies about everything in writing. Give | | | | extra responsibility or accomplishing something |
| your employees a copy. Then none of you will | | | | unexpected be sure to acknowledge their effort. |
| have to remember what you did last time. Be | | | | Make your rewards match the effort. Not all |
| sure to consult your policy manual, but dont be | | | | rewards need to be financial get creative. |
| afraid to change it if the situation warrants it. Just | | | | The Respectful Manager cares. There is a fine line |
| be sure to let employees know changes to the | | | | between being caring and concerned and |
| policy have been made and why. | | | | becoming too involved. Maintain a professional |
| The Respectful Manager takes time. Youve heard | | | | distance, but show your care and concern in |
| about management by walking around. You are | | | | appropriate ways. The Globe and Mail recently ran |
| not wasting time when you take the time to get | | | | an excellent article about helping employees, that |
| to know your employees. Do you know | | | | demonstrates the results of respect. |
| everyone by name? Do you take the time to | | | | |