I actually have six tips!
1) Some people want to be developed; others don’t. Don’t use your influence/position to push people into roles or activities that you know they can do – but they might not actually want to for a variety of reasons. You will lose them.
2) Trust people, treat them like adults and don’t micro-manage. Never make new rules as a knee-jerk reaction based on one or more people abusing a system or process. Just deal with that person/transgression and don’t penalise everyone. Your trust will be returned in spades.
3) Muck in. Help out. Carry out tasks that may well be ‘below your pay grade’ if it gets the job done, reduces stress on your staff and keeps the client happy. But don’t make a habit of it and fix things to make sure it doesn’t keep happening!
4) Be open. Share information; seek opinion and be prepared to change/admit to your own mistakes so that others will be open about theirs.
5) Make sure people know it is okay to have areas of weakness; and that they should have enough confidence in their strengths to admit to and ask for help with weaknesses. That is the point of working in a team. Nobody is good at everything.
6) Recognise and appreciate the extra mile and reward it in some way; from a simple heartfelt thank you to a pay rise. (Oh – and just multiple thank yous won’t cut it!)
1) Lead by example. Never ask team members to do something that you’re not prepared to do yourself.
2) Always remember that your team members are human beings with lives outside of the office. Invest yourself in not just knowing what professional skills can that person bring to your organisation, but also invest yourself in knowing the person, the human being and the human qualities they can bring to your organisation.
3) Don’t fall into the mindset of “we can just hire someone else to replace this person if things don’t work out”. One of the most important aspects of your team members is that they know HOW your organisation works. They know how the internal processes, the things that all organisations have, that work in ways unique to that organisation, work. Therefore, it pays to build long term relationships with your team members. Your aim with your staff is always to keep them for the long term because it costs time and money to bring new staff up to speed.
Having been a business leader since the early 90’s, starting and running numerous businesses, my advice would be to go the extra mile.
Treat customers as you would like to be treated as a customer.
Set expectations and then give a little bit more, exceeding those expectations and you will find customer loyalty.
Some of our clients today have retained us for 7, 8 and even 9 years. This loyalty leads to better planning and cashflow forecasts, making it easier to run your business and plan growth.
1) Be honest and transparent with the team – through honesty you build trust.
2) Follow the same rules you set for your team – this helps to avoid a them and us culture developing.
3) Listen to their needs and serve the team – by having the teams best interests at heart you will get the best out of the team.
Respect should be mutual. Therefore, leaders should respect their team if they want it in return. For a team to function to its peak performance where everyone is contributing, everyone must respect all others in the team, including the team’s captain. When there is mutual respect, everything else falls into place.
Leaders both listen to, and act on, suggestions offered by the team. Great leaders understand that while they have one point of view, team members may have different ones. Listening to team members expands a leader’s knowledge, views and beliefs about a situation or problem, and may result in a previously unthought of direction or solution revealing itself. With this new knowledge, view and belief, great leaders then act on the suggestions from their teams to guide the business or implement solutions to the problems.
There are many more ways a great leader can earn their team’s respect with mutual respect, listening and taking action being the tip of the iceberg.
Treating your team as you would like to be treated is a motto I do my best to follow at all times.
Leading by example – it’s what you do more than what you say.
Get stuck in – be a contributor not just a leader. It is a trite term, but authenticity is important.
Be yourself, be open. Know what you are good at and share where you need help – it’s a team game, you can’t be good at everything.
People appreciate feedback – lots of small thank yous for jobs well done (but only for jobs well done). Absolutely candid about mutual feedback. Don’t duck the tougher messages. It’s a tough gig – be sure to find lighter, humorous moments.
The only job you start at the top, is digging a hole!
To earn respect you must embody all that you are asking of others.
Leading by example, with courage, accountability and honesty.
1) Take a genuine interest in the team members lives both in work and out of work.
2) Be seen to work as hard as they do, perception is everything.
3)Support them in their work efforts, after all they are doing it for you.
Finally, communicate good and bad news but be sure to celebrate the successes.
1. Show empathy, not weakness. For example, be aware of your teams challenges, roll up your sleeves and help out, but don’t let it slide into a situation where your team feels emboldened to drive your decisions (a startup is not a democracy).
2. Ditch the bean bags. Large companies need colourful beanbags and mindfuless rooms because they’re struggling with employee retention. This is a distraction in a startup; focus them on outcomes, thought leadership and changing the world.
3. Even if you haven’t gone to market, you already have your first customer. They’re your employees. Be present, give each team member your full attention during any meeting. Make promises that you can keep (and then keep them), Follow up on everything. Return every call.
I don’t believe that earning respect should be the main goal of a (good) leader. Instead, it may be better to focus simply on facilitating meaningful work. I’ve found that great team members want to deliver meaningful work for a number of reasons;
If you are able to become a better facilitator that helps to deliver meaningful work, while supporting these three core values, it is likely that respect will be a bi-product. Put simply, serve your team – don’t expect them to serve you!
Be true to yourself and the others.
Walk the talk. Have integrity.
Be fair and respect others not only in the good times but more so in the bad times.
3 things made simple:
Work longer hours in the office than all of them. No one will respect you coming in for an hour a day while they are all working at least 8 hour days.
Understand everyone’s job within your business. You should be able to do everyone’s job within your business. By understanding and doing each person’s job you’ll be able to have real talk with each person about problems and improvements to their job within the business.
Acknowledge your own mistakes and make your team aware of how you made the mistake and how you plan on correcting that mistake.
All experience can be positive – Over the years I have learnt a huge amount from a range of great bosses and leaders where I have worked. Unfortunately, I have also learned a lot from those that were not so great. A great piece of advice is to take make all those experiences positive. Use the knowledge you have gained from all circumstances and utilise it to improve yourself. I always respect and treat my teams in the way that I know would make me happy. If you respect your staff, they will respect you.
Never be afraid to ask – The famous saying goes if you don’t ask you don’t get. Don’t be afraid to be ambitious and ask for more money, for extra holiday days. I don’t take it negatively when I am asked by my team, in fact I respect the approach. It is not always successful and a lot of the time it may not be possible, but don’t be afraid to try. The worst that can happen is you may get told no, but you also may be surprised.
Don’t be afraid of change – It is very easy to feel comfortable in a certain role and often people settle into a role where they are no longer being challenged. If you are not being challenged, quite often you are not progressing or learning new skills. It is incredibly important to keep chasing challenges, new responsibilities and to further your skill sets. This is how we progress in our careers and keep the roles we do interesting at the same time.
Listen – the team at Found are beyond talented at what they do and are shaping the agency every day. I make a real effort to listen (and really listen) to opinions and am always open to new suggestions/ideas we should be working and focusing on. I encourage everyone to have a voice at Found and work alongside me to create an agency of the future.
Recognise successes – we have a great scheme which encourages everyone within the business to reward their colleagues for their accomplishments – and for going above and beyond, it really does make a difference and helps to create a strong and supportive work environment.
Be a good human – show empathy, have a laugh with the team but of course, be fair and truthful when needed. If people are enjoying where they work it will have a knock on impact on their performance and loyalty towards the company.
1. Set a relevant, clear and understandable mission for your business and communicate that regularly to your team (more often than you think).
2. Have objectives that relate to your mission and measure those every week, month, and quarter but understand that it isn’t about hitting objectives that count, it’s about learning why you did or didn’t reach them and putting that learning into action.
3. Declare and live by your company values – don’t paint them on the walls, paint them into your operating model and build them into how you decide what to do, who you expect people to do it and how you judge success.
I have four ‘C’s:
1 – Comment
Ensure that you choose what you comment on and how you comment carefully. Offering feedback is key to getting the respect of teams and having an attitude of receiving constructive feedback is essential. Demonstrating empathy and an understanding of what drives and motivated individuals is crucial, also.
2 – Culture & Commerce
Create a business that allows individuals working styles to prosper. There should not be a ‘work my way or the highway’ attitude as recognising how people work differently and are motivated by different things can change a team dynamic for the better. Culture shouldn’t be (just) words on a poster on the wall, but an actual ‘tool kit’ to make working practices more useful and effective. That said, demonstrating and encouraging team members to have a ‘commercial mind’ is also key. Showing teams how they are affecting change, results and the commerce of a business enables teams to be motivated by a common goal. Culture, for me, is also about the hiring of new team members – not hiring in your own image, but thinking about the total skill sets of different team members to deliver against team targets.
3 – Collaboration
Encourage collaboration between members of a team and between oneself and a team. Nobody should be given a task to do entirely in a specific way – forming a strategy is key, but I don’t tend to lay down tactical and executional frameworks to achieve tasks. Finally, I try to always have a “Yes, but“ style of management (current colleagues say it is sometimes articulated by me saying “do want you want”!) – always striving to say ‘yes’ but qualifying that with clear objectives and parameters around a task.
1. Earn Your Respect – Lead By Example
We don’t respect those who simply bark orders expecting results. Lead by example. Show your team exactly what’s expected from them. They’ll better understand their roles, gain a clearer example of what’s required and respect that you’re leading instead of just coordinating.
2. Stick To Your Agreements
Your word is your bond. If you don’t stick to your word you’re demonstrating that what you say doesn’t matter. When you make a statement or declare your intentions make sure that you deliver every time.
3. Be A Part Of The Team
Every workforce is a team no matter how large or small. Each team member must pull their weight to be respected and those who fail to contribute are never respected. They are usually shunned by the entire team.
1. Don’t just be an observer.
Lead by example. Join in and help out wherever you can. Be a part of your team.
2. Have an open door policy and listen to your teammates.
Listening is extremely important hence two ears and one mouth. Don’t outright reject suggestions, discuss them with the whole team and then take action.
3. A little appreciation goes a long way.
Reward where it’s due. Carrot and stick don’t work in today’s work environment.
1. Give your teams the opportunity to develop together by properly investing in their growth.
It is astonishing how many teams do not discuss or address how they are working together as a team. When they meet the focus is on KPIs, delivery targets, staff, company issues etc – rarely (if ever) is it about them.
It is clear that most teams don’t know where to start when seeking to improve their team performance as they are so focussed on their KPIs. Team building or one off training days either haven’t worked, or do not sustain learning and change within the team.
What is apparent is that in order to impact performance the team needs to be strong on their inner game – how the team work together, and on their outer game — how the team works externally in the wider organisation.
2. Look at the levels of trust, resilience, focus and purpose around their inner game.
3. For the outer game they need to consider their ability to influence, adapt, take action and their agility.
1. Lead by example.
Be prepared to do the most menial tasks in the company. For instance, get on the phones and answer the calls from clients. Only by doing what you expect others to do will you discover their challenges. Then make changes where you can to make their job easier.
2. Be clear with your instructions and expectations.
Give praise as well as criticism. Only criticise constructively.
3. Be humble.
Admit when you are wrong. Apologise when you mess up.
1. Do the things you say you’ll do. No matter how small – if you say you’ll call, call.
2. Be committed. Your attitude towards the success of the business should never be in question.
3. Be human. Work is only one part of our lives, remember that.
Earning and keeping your team’s respect isn’t easy. I hope I deserve my team’s respect most of the time!
Three principles for me are: 1. Always start from our shared dream*
2. No front: I aim to be authentically myself at all times
3. Ask of others only what I’d be prepared to do myself
*The Oxehealth dream is to help save lives and improve healthcare for everyone
1. Trust is at an all-time low, with eight out of ten employees saying they’d trust a stranger more than their manager (Harvard Business Review). Leaders can build trust by delivering on their promises and then they can earn respect by giving it.
2. The pandemic has eroded command and control management at last (hurrah!) – it’s time to treat people as the responsible adults they are. The ability to ask the right questions and to listen and then act are key skills for any contemporary leader.
3. Communication could be improved in every business – the quick wins are: clarity, brevity, transparency, integrity and consistency.
1) Stand up straight.
Leaders are not gods; they’re human, just like their employees. If you act like you are beyond reproach and the sole source of truth within your company, then respect for you will shatter as soon as you encounter the messy reality of growing a business. So set an example to your team by taking ownership of your mistakes and demonstrating your ability to bounce back from them. You’re not a god, but you are someone who takes responsibility and is dedicated to self-improvement. Your employees will respect your transparency and respond in kind.
2) Walk the walk.
When you say something, you must mean it and act on it accordingly. Trust is your most valuable commodity as a leader, so make sure you consistently take actions that build trust within your organisation and be incredibly careful about taking any action that could undermine your team’s trust in you. Consistency is key and is the easiest way to build trust. When everybody knows their role, and understands your expectations of them and what they can expect from you, then trust naturally follows. Trust is the absolute foundation of respect – you can’t respect someone you don’t trust after all!
3) Run towards danger.
As a leader, you need to be willing to make sacrifices and take risks that other members of your team wouldn’t be able to bear. It’s important that your employees see you as someone who is highly dependable, and this is particularly important in times of crisis and when things go wrong. Respect is best forged through adversity. So show that you’re able to rise to the magnitude of events and never abdicate responsibility or point the finger during a crisis, even if someone in your team has let you down.
1. Treat your team as individuals. Try to take the time to understand what they need to succeed and give them that support. Appreciate that everyone is different.
2. Roll up your sleeves and do the work. It’s no good being a leader that’s forgotten how to deliver work or the pressures that teams face day-to-day with delivering projects.
3. Give credit, recognise and reward where it’s due. Sounds obvious but so many times I see egos get in the way of the team’s success.
Respect is built on trust, and trust starts with you as the founder.
Welcome everyone to the company trusting them to do a good job, then support them in doing so. Own up to what you felt you could have done better. Honesty allows for a safe space where your team can experiment and grow. It demonstrates you are like everyone else and builds strong bonds with your team.
Your “team” is a series of individuals, all with their hopes and fears. Being interested in what makes people tick and supporting them through the more challenging times galvanises your relationships.
Finally, “take the blame and share the success”. When things go wrong, check what you could have done better instead of blaming one individual for it. When things go right, don’t claim it all yourself, be sure to celebrate the team. How you treat one individual echoes across the company (e.g. “this could have been me”).
1. Listen and act
3. Lead from the front
These are probably the most important things you can “do”. However, they must be underpinned by solid values – honesty, integrity, mutual respect etc as well as a crystal clear vision of where the business is headed. That’s it!
Compassion, empathy, and respect
Sounds obvious, but many leaders get so caught up in the business that they forget to be human with their team. Understand and remind yourself every day that your team has a life outside of work and build your business to elevate your team inside and outside the company.
Recognise success in all its forms – Success isn’t just winning a pitch, hitting the deadline early, or making a sale. Sometimes it’s simply turning up, learning the most basic fundamental skill, speaking up in a meeting, or coming up with a great idea.
Celebrate the journey, not the result – You don’t win every pitch, not every project goes smoothly, but focusing only on the end result can lead to negative views of work, clients even colleagues – Leaders must perpetuate that the journey is more important than the end result and celebrate the work that goes into it.
I am relatively new to the role of CEO, still I have been growing and managing the business and the team at PharmaReview for the last 10 years. For me the following rules apply:
1. Listen hard to what your team has to say; you have as much to learn from them as they do from you.
2. Don’t hesitate to make difficult decisions, particularly when it comes to letting people go; when you know that the fit isn’t it right you don’t do anyone any favours by persevering.
3. Have fun, and enjoy your job! Your enthusiasm will be infectious.
Attract the best and brightest people by:
1) having a mission to create a revolution, not just “getting rich”,
2) be completely open and transparent about your own weak points and how you depend on your colleagues to help out with that
3) give people maximum freedom to make mistakes and find the best place for themselves where they can add unique value.
1) Demonstrate a link between words and action. Words without action are meaningless and undermine credibility.
2) Communicate transparently and in line with the frequency that you promised. If you say you are going to update the business on performance every week, make sure you do so. I’ve also learned that as uncomfortable as difficult messages can be to deliver (e.g. we are behind target) they are much better than trying to sweep up the mess that is created by pretending problems do not exist.
3) Don’t micromanage. My view is people need space to be their best, and they need to trust that they are allowed to think independently.
This is a challenging question and one with no magic formula! Here are three things I do to try and earn the trust and respect of my team:
Lead through values. Values-based leadership is vital to show teams not only what needs to be done, but why. Our values underpin our behaviours, and one thing I try to consistently communicate and live are my personal values and our brand values.
Be transparent. I believe transparency in leadership is vital in building trust and earning respect from my teams. Sharing openly and vulnerably about situations helps to build a culture where everyone can be open and vulnerable. In the past I’ve tried to be a leader who’s always ‘got it together’ or ‘has the right answers’ but I find it much better to be honest and open with my teams, especially in challenging situations and to then work through things together.
The power of empathy. My personality is more visionary in nature and often focused on the ‘bigger picture’ and direction of the organisation. It can be easy for me to not understand or engage with how my team is feeling or what they think about what I say. Over the years I’ve had to learn empathy; slowing down to listen, understand and engage with my team, rather than just ‘leading from the front’.
Give more before you ask more.
Feedback, feedback, feedback (and look for the good, as well as the areas to improve)
Slow down when people start out, everything is new, it’s exhausting – then ramp up fast when they’re ready, progress is non-linear, slow slow slow – fast!
1. My number one piece of advice for anyone trying to galvanise a team, myself included, is ‘treat everyone like an adult’. It is astounding to me how many businesses choose not to do this and have a somewhat puritanical, Victorian work-house style approach to their staff. Of course people need to go to the doctor, some people do their best work at night, no one is trying to steal stamps, and if they are, have at it: over-policing anything is a recipe for disaster where respecting one another as equals is the path to success.
2. I wish someone had told me to lean into myself more, but no one did and maybe I wouldn’t have been receptive if they had? But actually, a lot of the feedback I got was about making myself smaller or more conventional or less ambitious or quieter or slower. It took me too many years to realise that I was at my best professionally when I was being completely me which is why I encourage everyone we work with to be ult-them, this is how people shine. I love their weirdnesses, their idiosyncrasies, their foibles – it is often in the messy-middle of every human being that you find what they are best at.
3) Finally, nothing gives you the respect of the team like getting down and dirty with them, and not for the sake of it. If you are truly in it with them, finishing decks at 2am, painting offices, defending their honour to rude clients, even when they were wrong – this is how a team knows you are truly one of them and this is essential. Don’t cross that magic meridian though, you need to be in it with them but keep enough distance that they come to you when they need something. It is a tricky balance but you can never forget what a team needs you to be, a leader through and through.
1. Clear decisions
Teams respect clarity and a sense of control. Even if they don’t like what you’re saying, if they understand the greater good context and you’re firm with it, you’ll be fine. The worst thing you can do it make NO decision. The second worst thing you can do it immediately backtrack on that decision when it’s questioned. Be ready to steel man your arguments (https://conversion-rate-experts.com/steel-manning/) but also show that you did genuinely listen and factor in counterarguments when you communicate a decision.
2. Based on the business as a whole
I strongly suggest always expressing any opinion or request in terms of how it would benefit the business as a whole rather than on emotions or instincts (even if they are a bit as well, which is not a bad thing; businesses hinge on this sometimes). This applies whether you’re a junior or a grand executive type. It’s not about what makes your world better, or avoiding situations where you feel threatened (like promoting someone from under you), or doing more of the projects you like – those things will all come good anyway if you base your decisions and discussions in the business as a whole. What will help us hit this year’s target? Or even next year’s? Will promoting and developing this person do it? Or temporarily focussing on this part of the business to protect the whole? Focus your attention on what will help the business overall the most, which will protect jobs and open up new opportunities for people – and communicate why you are doing this over and over.
3. Have tricky conversations quickly and do them well
To avoid many of my mistakes, read “Crucial Conversations”. Oh and be nice. Don’t shout. Be encouraging. Keep a sense of humour. Don’t burn bridges. It’s a long game.
All love, luck and wisdom to you, Lucy
Earning the respect of your team is critical to success.
In my experience, respect comes with;
(1) relinquishing control and giving your teams the autonomy required to perform their roles effectively.
(2) Communicate clearly and often, be open to feedback, and deliver on your promises.
(3) it’s your job as a leader to focus on the future and to navigate the winding road ahead. Trust your teams to manage the present by getting out of their way!
Be honest – do what you say you’ll do, deliver on your promises and have the difficult conversations face-to-face.
Be authentic – not to be to “live laugh love” about it but be 100% yourself – people see through fakeness and if you’re leading from your true beliefs it’s a lot easier
Be vulnerable – I’ve had my best moments when I’ve admitted to my team I f*cked up or I needed help or I’m not sure of an answer. Admit what you’re good at and admit what you’re bad at (ten pin bowling and getting receipts for drinks)
Have Humility – own getting things wrong, making mistakes, asking for help, share what you are learning, taking on board suggestions and making them happen.
Empower People – get out of the team’s way and give them the freedom to own what they are doing, make mistakes and take the credit for successes.
Do The Right Thing – in any given situation there is the right thing that is hard and the wrong thing that is easy. Focus on working through the hard.
Establish a clear WHY for your business. WHAT you do and HOW you do it are not key drivers for stakeholders, whether they are team members or customers. Ideally, WHY should be well defined – thereby creating a road map for future products and services.
1) Be honest: admit when you are wrong, give credit where credit is due, and most importantly put ego aside
2) Do deals with integrity: do not try to look for ways to avoid honouring terms, do not negotiate too hard against new joiners, even when someone is leaving the company treat them with respect since this sets the tone for everyone that is still at the company, and try to be receptive to the the different incentives that drive people; there is so much more than just more money or responsibility
3) Listen to everyone: title, experience, personality etc are all only indicators of where the best answers may come from but they can really come from anywhere. Building a diverse team in terms of ethnicities, genders, sexualities, ages etc gives every conversation a more open minded approach
1. Create a vision of where you want to be and let your team decide how you get there.
2. Build an inclusive culture where everyone is not only valued but differences are celebrated.
3. Praise your team for any success (even if it was yours); take the blame for any failure (even if it was your team’s).
You will never know what you are capable of until you try. You can grow in unimaginable ways. Being
an entrepreneur is an exciting journey, one where you very rarely know where you are going to end
up! Never be afraid of change. Embrace mistakes as opportunities to learn and most of all enjoy the
1. Demonstrate a passion and ambition for the current collective goals of the team, as well as a clear picture of the future collective goals of the team.
2. Act consistently and fairly to all team members and demonstrate similarly high expectations of yourself in all that you do.
3. Build trust and understanding on a professional and personal level.
The first thing to note about respect in general is that no matter how much you might want it, you are likely to only get it by being yourself. This means that if you’re the sort of person that is going to be respected, it will come naturally. If not, you probably need to consider whether you should look at how you come across in general.
Consider how you’d like to be treated if you worked for you! How do you speak to your team and are you open and honest in the way you conduct yourself? There’s pretty much nothing my team doesn’t know about me or the company. I don’t remember the last time i had a meeting with the door closed.
Have fun! No one wants to ‘go to work’. People want to be part of something bigger than both ‘the boss’ and any one part of the company. If you’re hiring the right people, they will believe in what you are looking to achieve and not only will they respect you, you’ll respect them too.
Acknowledgement of works big and small: Often tasks that may seem smaller and less significant as part of the grander scheme can have the biggest impacts, appreciating the staff who have been tasked with the gruelling 2-week data audit is just as important as patting your project leaders for a job well done (we’ve all been there and we know how it feels to be overlooked).
Be better than cancel culture: If a member of your team slips up, makes a mistake and or derails a project deadline, it’s easy to point the finger and focus the blame towards that individual. We live in a cancel culture where very often we’ll overlook the years of good work and that they have delivered over the years and judge them for one mistake. Remembering that we are a team, working towards the same goal can help nuteralise this blame bubble and get things back on track.
Give and ask for honest feedback: Providing honest feedback to your team is important, understanding pitfalls and follies help them grow professionally. However, consider this a two-way street, you’ll get a much better response from your team if the feedback is bi-directional and when it is, you’ll find that it can grow your strengths and improve on your weaknesses as well.
Earning respect from your team is critical to the success of any leader. Respect and leadership go hand in hand. Three things can leaders do to earn the respect of their teams are:
1) Respect your staff – it works both ways. In order for your team to respect you, you must, in turn, show them that you respect them too. Getting to know individuals on a personal level, as well as professionally will show that you appreciate them and will improve work relationships.
2) Adopt a positive attitude – negativity can have an incredibly detrimental effect on employee productivity, so it is important to maintain a positive attitude to keep your team motivated and onside.
3) Have an open-door policy – it is important that your employees feel like they can come to you with issues or when they need help, so make sure that they know that you are always available for them.
Understanding how to be assertive is crucial – too many managers/leaders think “it is my way or the highway” – wrong! it is knowing when to step back and say “you’re right we’ll do it your way” OR “I hear what you say but I would like to to this my way for this/that reason” – so, knowing when to step back and when to step forward!
Most staff, colleagues (and I am no different) like to be appreciated and thanked. A simple “thank you” or “well done” will go a very long way, often more important than extra £s. In our company Webbers Property Services Ltd we like to send a “WELL DONE” card to individuals that have gone over & above signed by a Director
Leaders must in my view be able to “walk the walk” and demonstrate what is required or expected in terms of standards, it is about staff seeing a clear demonstration from their manager/leader that they really understand what they are asking staff to do.
Despite what you might believe, you don’t always know best!! So listen to your team, encourage them to be open with their ideas and most importantly, act on those ideas. So;
2 Encourage them to speak up whoever they are and whatever their role
3 Act on their ideas (oh and a bonus 4th … give them the cudos for the ideas!!)
Walk the talk.. let your actions inspire others to action
Be clear in your vision, expectations and objectives.. and then support and empower people to accomplish aligned
Help those who are struggling to do well and to help those who are doing well to do excel.
Being the leader does not mean that you have earned respect, leaders need to earn respect by demonstrating that they value employees and prioritise their growth.
First, if you as leaders want your direct reports to respect you, it is important that you first show them the respect they need. Secondly, when employees come to you, you should give them your undivided attention and really listen to what they have to say. Last but not least, employees want to feel like their hard work is being appreciated or they are likely to be demotivated.
Respected leaders think about making others better, they don’t leach, they lead.
Lead by example – if you want others to work hard for you you need to show them what it means to work hard
Listen not just speak
Don’t lean on titles, treat everyone like a human being
It is important to know where your strengths are, but to respect the strengths and skills of others. Ensuring that they know that you need and appreciate what they do, and what they bring to the table, is key. Providing a forum for bold creative thinking and exploring opportunities without feeling the fears of failure, where there is ‘no such thing as a bad idea’.
Aim for consensus where the team share the same values and the same goal.
Treating everyone fairly and equally is also crucial. I would say that often pride comes before a fall, and to never let one’s head get too big. Not only will you lose the respect of others, but you will lose sight of what is important. Ultimately you may need to rely heavily on your team if you slip up.
Finally, whilst doing all of the above, you must also show that you are not afraid to make tough decisions and have difficult conversations.
I believe that all these attributes will make a good and respected leader.
Serve first, eat last, and lead from a position of equanimity and consistency of values, no matter the situation.
Effective leadership is about both authenticity and skill. Followers want to be led by a person not a role holder or position filler. Be yourself with more skill.
Unless you are clear about your purpose and your values and are doing something that you really care about, it is difficult to act as a leader. Integrity and passion will always earn respect.
Listen to and value people’s contributions, expose your team to new experiences and opportunities, help them to prepare for future roles. Create a safe, supportive, enjoyable but challenging working environment.
Firstly, respecting the team in a tone that’s bold and fun and spontaneously sounding as if you’ve connected with everyone and not seen as the big bad boss is key.. Ya know, you and even me we all get addicted to OUR way of succeeding. Maybe it’s making a lot of money. Maybe it’s being the best in a certain area of life. Maybe it’s maximizing our looks. Maybe it’s having a great body. There’s nothing wrong with these things, but at a certain point, they no longer represent growth because we already know how to do them. We’re no longer learning were not just teams were a tribe our mission is working to win our customers smile.
Our wins of success and leadership can become our own personal prison of validation. They can make us afraid to try in areas where we don’t typically win – areas that make us feel like a complete amateur. But those areas can represent new growth, new learning, or just a fun new experience of working life. Mindlessly repeating our wins can be a distraction from what we really need to focus on to be happier, emotionally healthier, and more at peace in closing sales and having a simpler happier work life.
Work on not repeating your trips and falls and most of all our failures, however. don’t forget to scrutinize your wins too, especially if they never evolve.
The Smile team all talk like an actual HUMAN’S because we put people first, and people don’t talk like corporations.
My team at Smile want to bring a little FUN to everything we do because we think having fun is also a way to improve customers’ lives. We are always INCLUSIVE because we think life is better when everyone feels welcome to join in.
We want our energy to be CONTAGIOUS because we love mobile and want everyone to love it as much as we do.
We’re a team whos not afraid to boldly speak the truth and CALL B.S. because we think the category can be full of it sometimes in telecoms.
(But we’d never be mean-spirited—we poke with a smile because we’re not a bullys.)
We are not like the other carriers.
Which means nothing we do should look or feel like the rest of the industry. We treat people like they are actual people—not transactions. We put their needs and lives first.
So naturally, we use a conversational tone . No corporate lingo . No B .S . JUST SMILE VIBES.
God Bless, and Smile on;)
CEO of Smile
The biggest thing a leader can do to earn respect from their team.
Remain calm. No matter what happens. Calmness is infectious and it starts from the top. Keeping calm under stress and challenges is how you gain respect and lead. If your calm, your team will be calm and you will make better decisions. So will your team.
I wish I had known this when I started my journey. During those times of chaos, stress and challenge when I used to let the emotion and frustration take control. The decisions I made and the effect I had on the team would have been far better. Success would have been far quicker.
In my opinion, these three things are:
1) Leaders should be ready to do all types of work, which they expect their teams to do. No bureaucracy! Not red-tape culture!
2) Always be respectful and polite to your team members. If you are angry with someone, discuss with that team member in a one-to-one meeting, not in front of others.
3) Always be more punctual and hard-working than your team members. Be on time in the team meetings.
For every business to thrive it is essential that all parties benefit throughout the supply chain but particularly the end user as client satisfaction and repeat business are essential to longevity and always remember that your business personality s a reflection of its leadership team.
I find that a lot of entrepreneurs are product, task and sales focused and can pay less attention to the people and the finance aspects of their business. This is not because they are bad people but rather because they have to make it work to get it off the ground. This approach works well when you start out as a small team with a clear purpose. However, once you step over 10-15 people you need help.
That help should look like a part-time Finance and part-time HR Director. You will not be able to afford or have enough work for either full time but you will start to need that level of advise. So we are talking about a few days a month for each and you must ensure they attend your weekly or monthly management team meetings.
Typically you need an outsourced fees clerk in finance supported by an experienced part-time finance head in the form of a senior financial controller or Finance Director. In HR the admin support is typically your office manager, so pick a naturally happy one and then you need a part-time HR Director, who should have been an HR Director somewhere else before hand. These two key roles and advisors will keep you focused, out of trouble and most importantly will lift a huge amount of stress off your shoulders, so you can focus on growing the business.
Leadership is not management. Leaders need first to inspire, and then create the right culture for great people to succeed. They also need to step in and step up during tough times. Here are 3 things that I’ve learnt over the years. First, share both good and bad news – it’s the only way to build trust. Second, create safety by being the first to admit you’ve been wrong, sharing what you’ve learnt from the error, and moving on. Third, be a constant storyteller – the story of ‘us’ as a group of people doing ‘our thing’ is incredibly powerful and something that leaders cannot delegate or outsource.
I believe employees respect their leaders because they see leaders doing hard things well. They see hard tasks been dealt with on a constant basis and respect this. When a leader says they will do something they should do it and follow this rule as it creates respect and shows leadership. Leaders should take controversial stances and feel they have the power to say no when it’s the right decision and have complete clarity always
1). Respect your own team.
2). Be clear about your vision.
3). Work harder than they do, if you can.
Respect isn’t a one-way street, a leader should make sure every single member of the team feels valued; that they matter and are important to the strategic direction and success of the business.
Respect is also earned by creating opportunities for the teams to grow, develop and shape their own learning.
Finally, having absolute faith in the team is key. Micro-managing doesn’t generate trust, nor will it earn respect. Leadership is about far more than pointing towards the future, it also means giving the team the tools, the drive and the ambition to go out and achieve it.
Sadly many employees are starved of mentoring time despite it being the single most important factor in learning and career development. At Guide we allocate at least one hour per week for personalised mentoring, plus we love to record and reflect on the meetings using our own platform so nothing gets lost and it’s easily re-watched. These intimate sessions are the perfect way to bond, iterate and benchmark for our whole team, myself included. No more “good-works”, just succinct task-related feedback, good or bad. This means the whole team learns from each-other.
Lead by example – if you want a strong work culture, be visible and in early. A strong start to the day sets the day up for a productive day.
Praise and encourage – when employees do well, tell them well done! If someone is performing above their level, give a pay increase early, don’t wait for annual reviews.
Show you are in control – if a difficult decision needs made, or tricky conversation with a client, or having to let an employee go that doesn’t fit the work culture, making that decision will gain you respect by the rest of the team.
1) Build a reputation where you are part of the team and you back your team 100%, this instills loyalty and respect. If the team fails, its the teams fault, not a single member. We learn from it and do better next time.
2) Lead by example, never ask a team member to do something you wouldn’t be willing to do yourself, The leader can empty bins, you are setting a good example and flattening the team hierarchy.
3) Listen, this takes time and trust, but if you listen to your team and act on their inputs; people are much more likely to be engaged in the task at hand, they will share the companies goals.
Be clear – on goals, measures, priorities, direction, on everything! Clarity can’t really be overdone, so try to reinforce it wherever you can. When people have clarity, they’re much more likely to succeed.
Try to serve your team, rather than have it serve you. Focus on developing and enabling the talent you have assembled.
As a leader, your own tone and behaviours will set those of others; culture is a consequence of people’s nature, it can’t really be synthesized.
Leadership is a multi-faceted gift. Can it be learned? I am not sure although there is no doubt potential leaders are inspired by other leaders habits and actions. If you are placed in a position of leadership then clearly someone has recognised some gift or facet in you, what you and how you conduct yourself. Earning respect from your team is critical and here are my main three tips for success.
You work for the Team: You will need to inspire, learn, listen, support, protect and motivate your team. They will need help. When they make mistakes, and you will take the responsibility. Remember you can achieve a great deal provided you do not mind who takes the credit! The staff are the assets of the company not the machinery or plant or what is in the warehouse!
Recruit the best: if you have done your job members of the team will have been selected for their field of expertise which will be far greater that your experience in that field. I always sought individuals like this. Your role is leadership and facilitating the teams operations. Also developing the team. Helping them to do their jobs, removing obstacles, fighting their battles; loyalty is total and critical to success.
Strategic Vision/Mission: Most people think tactically and will be familiar with strategic planning, but it is not a skill many possess. David Collis, writing in the Harvard Business Review article in 2008 (2), said:
“It is a dirty little secret that most directors don’t know what the elements of a strategy are, which makes it impossible to develop one. Any strategy that cannot explain why customers should buy your product or service is doomed to failure. The result? An astonishing number of organisations, executives, front line employees and all between are frustrated and confused because no strategy exists”.
Therefore, it is your job to make sure that your team understands how they are connected to achieving the strategic vision or the mission. If they clearly see this connection, it will earn their respect.
An example of getting it right: President Kennedy was visiting NASA in 1962 and was walking around he came across a chap sweeping one the hangers. “What you’re your job here?” he asked, “I am helping to put a man on the moon Mr President”
Be seen. Learn as much as possible about the business and what the people/teams contribute. Delegate authority with responsibility and expect and understand that people will make mistakes – including yourself! Positively encourage feedback – positive and negative – and act on promises for improvement. Treat everyone with respect – always.
1. Never ask anyone to do anything you haven’t done (or wouldn’t be prepared to do) yourself
2. Always strive to learn from those that rely on your leadership
3. Truly care about the people in your team, not just care about what they can do for you
1 Don’t be afraid to take risks; admit when you are wrong
2 Support your employees’ watch their backs
3 Lead by example, don’t be afraid to roll your sleeves up and get involved
Leaders need to listen above anything else IMHO! This doesn’t mean agreeing & actioning every team members suggestion, but they do want to be heard to respect you. It’s active listening which is essential, paraphrasing back to the person to ensure you’ve understood, as opposed to looking at your computer or anything else for that matter: give them your undivided attention.
Lead from the front with confidence. If you don’t display confidence it is difficult for the team to be. Nobody wants to be led by a shrinking violet. Being confident is essential to earn success & if you don’t feel it, act as if you are!
Catch your team or any of the individuals doing something positive – it can be the smallest thing – praising them sincerely for it. It is all too easy to criticise, and although there are nearly always times when criticism is important, balance it with compliments.
1. Having the right team is really important, particularly as companies evolve. As important as it is to hire the right people, you also need to have a framework in place to move people on when required
2. Cross team communication is important, especially when working remotely. People can often become isolated when working remotely and your leadership role needs to look at managing and identifying this.
3. Have a process – if people understand the process you are working towards, they can independently contribute without needing your involvement, allowing the team to gel and company to grow
1. Be open and transparent, never presume you know more than your team. The team will respect you more if you highlight areas you need help with and begin to trust you.
2. Take the time to get to know your team and what makes them tick, their likes and dislikes, strengths and weaknesses and build this into your business strategy. Ask and consult staff over proposed changes, listen to the feedback and take this into account so that you bring your staff team with you on the journey and they understand the business direction and strategy.
3. lead by example, get involved in the work, be an accountable leader. Be emotionally intelligent and in tune with your team and how they are feeling. Recognize that the informal work culture is just as influential as the formal work culture, so role model appropriate standards and behaviors with your team.
I believe there are a lot of things a leader can do to earn trust and respect from his team, and based on his/her identity, some works better than others; this is what has worked for me until now:
1-Understand that trust and respect is not something easy to earn. Results like it or not will help you to gain that faster.
2-Set clear and transparent principles based on meritocracy, truth and transparency and stay consistent even when you have to take unpopular decisions; It is not easy, but it pays off in the long run.
3- Have a maintain your words and promises attitude
Share your vision, frequently and in detail
Be honest about any challenges confronting the business
Roll your sleeves up and muck in to get the job done
Listen more than you talk. Your are responsible for having a great team. Let their ideas and energy drive what they do. Your role is to guide and support
Admit to your mistakes. You will make them everyday. Be honest and open, then your team will see it is ok to do the same. It is easier to clean up a mistake early rather than late!
Make work fun. Sometimes we deal with heartbreaking situations and there are always outside influences to our lives. Make work a positive and safe place through the attitude support you offer.
My top tips that have stood me in good stead whilst growing a GBP multimillion medical group are:
1) lead by example. I’ve always tried to show my team that I will try harder than anyone to achieve the goals we set for the business. This makes everyone else try hard too!
2) Know more about our business, markets and medical field than anyone else in my organisation. This drives confidence, respect and trust.
3) Be humble. I’ll make anyone a cup of coffee, and I take an interest in everyone. I’m just a person, and that helps to show my team I’m human and approachable too.
There is often a misconception that a good manager makes a good leader. Someone who has instinctively been good at ‘getting things done’ doesnt always possess the traits to be a leader, to inspire others and achieve through empowerment. The following are my top 3 tips for others starting out to develop their leadership style.
1. You have two ears and one mouth – use them in proportion. Too often people are quick to interject and are listening to respond as opposed to listening to understand. Take a step back and consider the message and what is being said, and not just how it may or may not align to your current way of thinking.
2. Empower others, achieve more: Letting go is one of the hardest things to do if you have historically focused out output or outcomes directly. By giving others autonomy in their roles you actually have broader reach
3. Admit when you are wrong. Bad leaders blame others, good leaders use their failures as an example of where it went wrong and also then to demonstrate and share the learning to others, including those who directly work for them.
Its hard to identify just 3, but mine top three would be:
1. Listen – have the confidence to take in ideas and take on criticism
2. Be brave – admit when you’re wrong, model taking risks and sometimes failing
3. Give credit when its due – stealing credit and ideas is a sure fire way to loose respect, leadership should be about elevating others, not putting them down.
In my opinion, the first and most important thing for leaders to consider when seeking respect from teams is awareness of motivation. Every team member and employee will be motivated by something. In most cases, the obvious response here would be salary but the reality is that there is usually something, or a number of things, that lie behind this. Getting to know team members, what inspires them and what motivates them can help leaders to factor this into day-to-day roles and working life, to ensure that each team member has the opportunity to do what they enjoy and in turn provides an even more productive working output.
The second thing leaders can do is to ensure that every team members has both a manager and a mentor. A manager provides the role of business success and ensures that each employee is doing the work required for a business to reach their targets, whilst a mentor is ultimately there to help the individual to succeed in their own career growth and development. Mentoring can be a really powerful way of ensuring engagement, respect and cross-departmental understanding.
Finally, for a leader to earn respect from their team or teams, they have got to be approachable, personable and open-minded. Whether that is through monthly. quarterly or even weekly meetings, or simply ensuring their team can always contact them via tools like Teams or Slack, being approachable and accessible is vital for success.
1. Treat everyone as equals irrespective of pay or responsibility – everyone deserves to be treated with respect and no organization can function unless everyone pulls their weight and everyone’s effective contribution is necessary to accomplish goals.
2. Absolute honesty and integrity – open and honest communication keeps everyone informed and if people leave as a result of bad news your organization is better off without negative players.
3. Trust and faith in your people – encourage and coach everyone to achieve more than they ever thought they could and in most cases they will.
1) Have integrity, honesty & morality
2) Make people feel important, listen to them, great to see you/hear
3) Be knowledgeable and always seek to learn stuff
1) Provide clear goals and objectives. Offer constant support and guidance in achieving them.
2) Create a safe environment for the team to discuss not only what is working, but also what isn’t and encourage share their experiences and challenges.
3) Lead by example. Help remove organisational hurdles and be a resource they can leverage where necessary.
Earning respect as a leader is so not what I thought it was when I was a young whippersnapper starting out as a manager. In those heady days of the 90s, I thought it was:
Work Hard, Play Hard
Always be the cleverest,
First-in, last-out leadership
Many years later, however, I know that not to be true. Simple leadership traits that I live and breathe, and constantly bang on about in fact… are authenticity, clarity and support.
Authenticity – bringing your whole self to work, your whole flawed vulnerable self, is absolutely vital to get teams to trust you as a leader.
Clarity – be clear set direction keep people informed and connected.
Support – this cannot be a one size fits all it’s all about whatever the team needs as individuals and that means paying attention to individual learning styles.
Ultimately, leaders should be a floor beneath their feet not a ceiling on their back.
Trust those you hire – if you’ve hired someone you believe to be an expert let them do their job. Give them space and trust their opinion & advice. After all that’s what you’ve hired them for. People will not feel valued if you take advice from someone else that is not as qualified as them on the matter. Listen to what others have to say but pass it on to the expert. If not, you will lose a great resource.
Have a no-asshole policy – make sure you build a culture were grievances are expected, where people feel confortable calling out people for their behaviour and comfortable to hold each other accountable. This also means that you don’t favour anyone and keep an open mind and clear view of people’s behaviours, even if they are high-performing. If you don’t you will quickly create a toxic environment people will not want to work in.
Hire for passion – you want people who have a passion for what they do and who bring a great energy to the workplace. They want to learn about your business and want to see it succeed. Even if they are not the most qualified, they can always learn on the job – and you can train them. I always like the view of “What happens if we train them and they leave, asks the CFO. What happens if we don’t and they stay, says the CEO”.
Value your integrity and that of others
Seek out the ‘difficult’ things to do – don’t take the easy path
Be authentic, grateful and forgiving as often as you can
Honesty: Treat your team like you’d want to be treated yourself. This might not be everyone’s style but tell it like it is. Praise when its due and discuss when things aren’t working. Don’t sugar coat stuff and avoid the $hit sandwich – everyone knows when that’s coming!
Make ’em look good – all too often I see leaders take credit for successes when in reality its been someone in the team that’s been instrumental. My job is to make everyone in the team look good. I don’t mean this in a superficial way. I mean giving clear, specific credit when someone has made a difference.
Deliver – your team and their families rely on your business to perform. Avoid bull$hitting your team with hype and hyperbole. They’ll come back to bite you. Instead, focus on delivering and making sure your team know that you’re good to your word so that they can be confident that the business (and they) will thrive.
Collaborate with your team, let them be part of the decision making.
Be transparent and honest about what your goals are as a company and how they contribute to those goals.
Empower them by giving them autonomy, and find out what drives them and motivates them and work towards helping them progress.
1) Don’t be afraid to admit being wrong
The realisation that you’re wrong is evidence that you’ve learned something new. Yet, most of us are anti-learning machines that avoid admitting being wrong, which makes us appear unintelligent.
2) Listen to your team but don’t obey them
Listen to your team members’ problems but don’t feel bound to the solutions they propose. It’s your job to come up with solutions, not theirs.
3) Trust your intuition and educate yourself
Intuition is powerful, when you’ve fed it with loads of relevant experience. You should trust Venus Williams’ intuition on tennis but not Formula 1. Similarly, sharpen your intuition by deepening your experience.
1. Listen – More ears less mouth. A great leader can only understand the complexity of the challenges before them if they listen to the team rather than dictating what those problems are that need to be fixed.
2. Acknowledge efforts – even if the team has not succeeded at the task set before them.
If there was a genuine attempt at meeting a deadline or achieving the goal then the time, energy and intent of the team should be acknowledged. Ensuring a lessons learned process is followed to ensure that any failings contribute to success in the long term, is key.
3. Accountability – this includes the leader acknowledging when they are wrong, and apologising when they have given poor steer or made a bad decision.
You can’t earn respect if people don’t trust you so always do what you say you are going to do, no matter how small. Credibility will inspire confidence and lead to trust.
Leadership is a behaviour so what you do when you don’t think your teams are looking is how you will be judged
No-one gets it right 100% of the time so don’t be afraid to admit it when you get one wrong. You are human after all
Lead by example, practice what you preach and make sure your teams know they can come to you anytime about anything.
1 – Give praise is number one for me! If you do not give your teams praise how do you expect them to flourish, grow and believe in themselves even more. If the moral of your team is high your outputs and achievements as a company are even higher.
2 – Be on their level at times, let them see you doing the work they do occasionally, don’t sit on that pedestal all the time, it can be a lonely place up there.
3 – Reward their good work with bonus’s and incentives.
Having led teams, and been part of a number of teams over the years, I think the main thing that leaders can do to earn respect is to make sure everyone clearly understands their role, what’s expected
of them and each team members feels that they are a valued member of the team. Obviously, leading by example is important to earn respect but it’s also critical that leaders set and communicate a clear vision for the team so that everyone understands how their individual role and objectives helps the team and the organisation achieve the overall aims.