Page 104 - Build a Culture of Employee Engagement with the Principles
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                       The RESPECT Model: Building a Culture of Employee Engagement



        rapport and build positive relations with employees. Critically,
        supervisors must be viewed as advocates for their employees
        as well as the organization. Whenever supervisors denigrate an
        employee or the organization, they lose respect. I encourage you
        to examine your own behaviors—as well as those of supervi-
        sors whom you have respected—and look for opportunities to
        improve your relations and reputation with your employees.

        Respect for Team Members
        Highly productive teams will always have one thing in common:
        team members who respect one another. Productivity results
        from team members working cohesively and synergistically with
        one another. When employees respect their team members, they
        often increase their own efforts as they seek to be respected
        by their co-workers. Employees lose respect for team members
        whom they perceive as unskilled, uncooperative, or underper-
        forming. Loss of respect is accompanied by frustration and dis-
        engagement. Often, supervisors contribute to this situation by
        failing to hold underperforming team members accountable.
           Team members lose respect for one another and the team
        becomes dysfunctional and less productive when employees start
        speaking about one another instead of to one another. When team
        members respect one another, they resolve conflicts by speaking
        directly to each other about their concerns. Organizations that
        have established a policy that encourages employees not to speak
        disparagingly of co-workers are dramatically more productive.
           Increasing respect among team members (or any group of
        people) is quite simple. Psychologically, the more that people
        have in common, the more they like one another. When team
        members have the opportunity to learn more about one another,
        they often uncover areas of commonality such as where they
        grew up, what their parents did, favorite hobbies, or having
        children of the same age. It takes very little for people to feel
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