One word: Respect. Most people inherently respect Bill Gates for his intellect, skill, ingenuity, and philanthropy. Likewise, Roger Federer earns “appraisal respect” because of his expert skill on the tennis court! But how do managers give and get employee respect?
Employees do what they’re told because the boss said so – not because they personally respect their manager. Typically, employees will treat their manager in a respectful manner because of his or her position of authority.
That is, as manager, you can either give employees rewards and promotions or deny them. Respect based on rewards is extrinsic thus; it’s short-lived and does little to compel employees to work to their full potential. To move beyond a transactional or authority-based respect and gain maximum discretionary effort, you need to earn referent power. This is largely achieved when employees sense that you respect them.
I asked Ron, a revered senior manager at Boeing, what strategy he found most effective in terms of employee respect. “The best way to earn respect is to pay respect,” he said. “And that requires the occasion for trust, openness and honesty to emerge. The best way I’ve found to do this is through a feedback technique called Start, Stop and Continue” (SSC).
This change management model is also known as Stop, Keep and Start; it is used to improve services or teams. We’ll stick to the Start, Stop and Continue (SSC) acronym.
How does SSC work?
“Each quarter I ask my reports to brainstorm about what they would like me to start, stop or continue doing,” Ron explained. “Then I leave the room. The team deliberates and selects one person to write a summary for me. After I consider the report, I acknowledge and validate their feedback by setting change goals for myself. At our next meeting, they evaluate my progress. I also encourage them to call me out anytime I’m falling into old habits. Some do, and while we laugh about it ― I learn.”
Some managers take offence to feedback. Does criticism bother you?
“It’s common for people to be on the defence and make excuses but it’s impossible to grow if we place blame elsewhere. We have to admit to and own the problem.”
“To do this, you have to invite feedback, appreciate diverse perspectives, and view the SSC process as a continuous improvement plan. The focus here is on our own performance as managers, rather than employee or team performance,” he said.
“The most challenging aspects are to listen objectively, discover your blind spots and think about how you present yourself. You have to see the problem before you can attempt to fix it. The SSC was built to do this. Criticism is asked for and expected in this forum; you view it as instructional rather than judgmental.”
Why does the SSC method work well?
“The process is effective because it functions as a self-checks-and-balances, providing anonymity for my employees and accountability for myself. People are more honest and comfortable speaking up when they know their opinions count and their feedback is anonymous.”
“The SSC model succeeds because it’s ongoing and holds us accountable for developmental goals. It’s significantly more effective than the annual 360-degree feedback program where soft skills often get lost in the shuffle.”
“It gives me the framework and insight to know what my employees expect from me and gives them the opportunity to be managed in the way they want. Over time, SSC breaks down barriers and fosters trust on a more personal level. That’s been a game-changer because they bring their concerns directly to me instead of getting frustrated and shutting down, which ultimately increases respect, communication and performance.”
Does giving praise and recognition show respect?
“There are basic norms symbolic of respect including kindness and empathy,” Ron continued.
Recognition and praise helps more in the areas of building esteem and incentivizing employees to keep up the good work. And although most people like to be praised and recognized, they don’t necessarily feel respected. Respect is demonstrated when others detect sincerity and believe that we care about their thoughts. Listening to and acting on their feedback shows that we are attentive and concerned, and find important who they are and what they think.”
Respect is not only for the rich and famous
The very act of asking what you can start, stop or continue imparts respect, independent of individual merit or expertise. This levels the playing field where employees don’t feel they have to be Bill Gates to be heard or get respect. Implementing this type of feedback loop demonstrates that you value your employees’ opinions, trust their judgment, and care about their well-being.
Employee praise and monetary rewards are out of mind when out of sight, whereas the SSC strategy yields referent power and thus, sustainable respect. Implementing and reflecting on SSC feedback can earn the type of respect that pays off in increased employee effort and performance. Employees will want to work for you – and not just because you’re the boss.
Christine Alexy is a professional writer focused on motivational psychology and leadership development. After 15 years of IT network engineering, Christine re-invented her career when she graduated with honours from Penn State University with a BS in Business Leadership and IT/Security and Risk Analysis.
Dovetailing her professional leadership experience, she is a ghostwriter and researcher for top business leaders and a popular blogger. Christine has supplied extensive research and writing for Steve Van Valin, CEO of Culturology, helping him author a manuscript on purpose and meaning at work. She also ghostwrites high-level content for the HR industry related to ethics and organisational culture. A staunch proponent for meaningful and innovative leadership for today’s multi-generational workforce, Christine regularly shares her insights through her Thought Leadership Thursday blog posts on LinkedIn, @Serve2LeadLyceum on Twitter, and Leadership Lyceum on