Respectful Workplace

The Best of

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RespectfulWorkplace.com is a project of Legacy Business Cultures, a global provider of leadership and staff development services that help companies and non-profits improve management competencies, enhance customer service and improve employee engagement.

The goal of RespecfulWorkplace.com is to create an online community of people interested in creating and nurturing workplace environments where diversity and inclusiveness are not only recognized, but appreciated and celebrated.

Legacy Business Cultures provides resources such as speakers and training that further our clients commitment towards developing respectful workplace cultures. Over our 37-year history, we have worked with clients such as DuPont, Johnsonville, Parker Hannifin, BASF, The Cleveland Clinic Hospitals, Starbucks Coffee, Microsoft, the U.S. Postal Service, Emerson Electric Company, AT&T, Curtiss Wright Flow Control, Symantec and McGraw-Hill Education. For more information about our experience and services visit LegacyCultures.com.

The Best of Respectful Workplace features some of the more popular articles published on RespecfulWorkplace.com. Authors include: Paul Meshanko, Fernando Serpa, Sindy Warren, Barbara Richman, SPHR, Jay Remer, Michele Lawson, Robert L. Wood, Ruth Ramos Clifford, Melanie Sklarz, Laura Lewis-Barr, Michael Kerr, Erica L. Fener, Ph.D.

INTRODUCTION

1 | TOC

TABLE OF CONTENTS

1. Civility

6 10 Actions You Can Focus on to Influence Culture of Respect, Civility in your Workplace by Barbara Richman, SPHR

10 The Six Pillars of Civility by Jay Remer

16 Respectful Communication and the Disabled: An Interview by Michele Lawson

2. Diversity & Inclusion

25 What Diversity and Inclusion Means in a Respectful Workplace by Fernando Serpa

28 Tips For Creating Productivity in a Multi-Cultural Work Environment by Robert L. Wood

32 Diversity as a Noun…Inclusion as a Verb by Ruth Ramos Clifford

35 How to Seek Executive Support of a Diversity and Inclusion Effort by Fernando Serpa

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3. Communication

40 5 Ways to Communicate More Respectfully With Your Coworkers by Melanie Sklarz

44 Guidelines for Engaging in Respectful Dialogue by Melanie Sklarz

46 3 Examples of Passive-Aggressive Fighting at Work by Laura Lewis-Barr

4. Culture

50 10 Actions You Can Focus on to Influence Culture of Respect, Civility in your Workplace by Barbara Richman, SPHR

54 On May 21, Do One Thing for Diversity and Inclusion by Fernando Serpa

57 Leading with Laughter to Build an Inspiring Workplace Culture by Michael Kerr

5. Bullying

61 Are you too aggressive? If so, it might be killing you by Paul Meshanko

64 Can Respect Replace Bullying in the Workplace? by Paul Meshanko

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67 The Toxicity of Workplace Bullies by Sindy Warren

6. Employee Engagement

71 New Study on Employee Engagement Focuses on Trust by Sindy Warren

73 Inspiring Employee Motivation in the Workplace by Michael Kerr

76 Creative Ideas for Rewarding Your Employees by Melanie Sklarz

7. Trust

80 Trust Influences Workplace Relations and an Organization’s Bottom Line by Barbara Richman, SPHR

84 More Than Money: 5 Job Perks That Matter by Erica L. Fener, Ph.D

87 Business leaders need to develop listening skills to engage employees by Barbara Richman, SPHR

CHAPTER 1

CivilityBy behaving in a civil way we can find common ground, build community and effectively communicate respect for one another. In this chapter, Barbara Richman, SPHR provides a list of actions to achieve a civil workplace; Jay Remer discusses the gift of giving; and Michele Lawson shares an enthralling interview with her disabled friend on how to respectfully communicate with someone who uses a wheelchair.

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Politeness and civility are the best capital ever invested in business. Large stores, gilt signs, flaming advertisements, will all prove unavailing if you or your employees treat your patrons abruptly. The truth is, the more kind and liberal a man is, the more generous will be the patronage bestowed upon him.

— P. T. Barnum

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10 Actions You Can Focus on to Influence Culture of Respect, Civility in your Workplace

By Barbara Richman, SPHR

Imagine a work environment where all communications and interactions were conducted in a civil and respectful manner. Co-workers and customers would be treated respectfully on a consistent basis. There would be no place for harassment, discrimination, bullying, workplace violence, unethical actions, or other disrespectful and potentially illegal behaviors.

Instead of this idealized picture, studies and polls indicate that workplaces are a reflection of society at-large and that incivility is a serious problem that is getting worse. Web sites such as www.rudebusters.com andwww.bullybusters.com reflect these trends. One study on workplace research found that 80% of those polled responded that lack of respect is a serious problem and 60% believed that the problem was getting worse. The study estimated that the average Fortune 1000 executive spent 13% of his or her time mediating employee disputes. Another found that nine out of 10 Americans thought that incivility increases opportunities for violence. Findings from these and other studies further point out that disrespectful and uncivil behaviors decrease morale, drain productivity, increase turnover, and negatively impact an organization’s bottom line as well as the overall economy.

If we take a snapshot of today’s workplaces, they generally will fall somewhere in between the two extremes on a continuum ranging from disrespectful to highly respectful. This measure is not expected to be static over time. Moving

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an organizational culture on a continuum toward an imagined environment, as described above, will require that respect become a core value, one that is understood, articulated, internalized and acted upon by employees at all levels of the organization. In organizations that have not identified this value as part of an overall focus, individual employees can still make a difference by adopting the concept “each one influence one” and taking responsibility for acting in a manner that demonstrates self-respect and respect for others.

The following are tips to assist each employee in being proactive in promoting respect and civility:

1. Focus on others’ needs and consider how your words and actions will impact others before you speak or act.

Approach each interaction with respect, regardless of whether you believe that the other person’s behaviors “earn” or even elicit that respect.

2. Be intentional in your communications.

Plan to listen to the other person without interruption and practice effective listening skills. Develop an awareness of the respect that you display in all areas of your communications, including what you say, how you say it, your voice tone, and the body language that you demonstrate.

3. Become a bridge builder and act in a manner that creates an inclusive work environment.

Look for various ways to have diversity in work teams and committees as well as in individual associations. Be aware of the downsides caused by labeling and stereotyping others. Replace these behaviors with respect for individual differences.

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4. Appreciate the value of diverse opinions in developing approaches to varying situations.

Recognize that it does not equate to agreement if you listen, clarify what was said, and ask questions to gain an understanding of others’ opinions. In situations where disagreement results, learn to “agree to disagree” respectfully.

5. Understand that conflicts will occur in the workplace and take responsibility for your actions, regardless of the situation.

Take time to understand your triggers or “hot buttons.” Knowing what makes you angry and frustrated will enable you to manage your reactions and respond in a more appropriate manner. Practice self-restraint and focus on your overall objectives in responding to potential conflicts. A positive and solution-driven approach will facilitate your ability to reach resolution.

6. Guard against acting impulsively based on negative assumptions about another’s intent, as that can lead to damaged relationships.

Take time to analyze relevant facts and to reconsider your assumptions.

7. Avoid tendencies to become caught up in gossip, complaining, or other forms of negativity in day-to-day interactions.

Be mindful of the following quote by Ruth Anne Crouse, “What Peter tells me about Paul tells me more about Peter than it tells me about Paul.” Recognize that your actions will influence how others perceive you.

8. View today’s difficult situations from a broader and more realistic perspective by considering what they mean relative to the overall scheme of things.

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Ask yourself questions such as, “How will I look back on these circumstances in a week, month, or year?”

9. Be supportive of your organization in your communications both inside and outside of the workplace.

Ensure that any comments that you make place the organization (including departments and individuals) in a positive yet realistic light.

10. Pay attention to how respectful you are in your communications and other actions on an ongoing basis.

Rate yourself (for instance, on a scale of 1-10) periodically after interactions to measure your success and to identify opportunities for improvement.

*Editor’s note: This post originally appeared in the Memphis Business Journal.

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The Six Pillars of Civility

By Jay Remer

Over the past few years I have developed what I refer to as the Six Pillars of Civility. Over the next few months I am going to explore these six qualities, which in my opinion, are crucial to maintaining a civilized society. The qualities are important not only to a society, but also to the communities in which we live, work, and play. I hope these words will give you pause to think about how each of these qualities resonates with you.

Encouragement

Encouragement matters. It is like the gasoline in your car or the food in your belly. It shows us that we are connected to one another, and that what we do really matters. There is no better way to build a healthy and successful business or to maintain a vibrant workplace community than by positive reinforcement.

This reinforcement can come in many forms, the spoken word of encouragement being the most powerful. Simple words such as ‘please’ and ‘thank you’ can speak volumes. By acknowledging what someone else does makes a difference in your life, the efficiency of the team, or the company at large, can make the difference between that person having just another day at the office to having a great day at the office. People who are having great days get a lot more done than people who aren’t.

The opposite of encouragement is bullying. This toxic buzzword has permeated offices for a few years now and is reaching epic proportions. This is sadly the case because bullying has overtaken encouragement as the modus

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operandi for much of the corporate world. This needs to change PDQ!

The success of this dynamic depends on the actions of upper management. ‘The boss’ sets the tone of any business. If he or she gives praise where praise is due, the work environment becomes one of mutual respect. A tough boss is not defined by his authoritarian tone, but by his actions. A tough boss sets high standards for his employees. When they hit the mark, they are praised. When they miss the mark, they are either dismissed, or they are redirected in an encouraging way to do a better job. A place of business is not a kindergarten where handholding is required, nor is it a salt mine.

How is the encouragement barometer in your office registering? Time perhaps to kick it up a notch? Encouragement will produce results.

Responsibility

Responsibility is critical for all interactions with our fellow human beings. Have you ever noticed how often people fail to take responsibility for their own actions, but rarely hesitate to let other people exactly what they should be doing?

There are times when we do not take responsibility for our actions, nor are we willing to accept the consequences for those actions. This leads to resistance and manifests in pain, fatigue, and confusion. No matter what our situation may be, we almost always share some responsibility, sometimes a lot, sometimes a little; and discovering this unlocks the mysteries to many of life’s quandaries.

Of course, there is a flipside to every coin, and this one is ‘mind your own business’. As much as we think we know what’s best for others, it’s not our responsibility to make their choices for them. Allow people to make the right

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choice – for themselves.

In the business arena, misplaced responsibility – as I refer to it – is disastrous! My best advice to err on the side of taking as much personal responsibility as is reasonably possible for any situation in which you find yourself where conflict of any kind is present. Also, avoid like the plague giving your unsolicited opinion on how others should behave. Don’t forget the law of physics that states that for every action there is an equal and opposite reaction. This is going to happen whether we force it or not.

What do you do when you experience such conflict?

Gratitude

Gratitude is a critical component to any healthy sustainable work environment. It is an action that must come from the top down, and it must flow freely and be spread with great generosity. Gratitude is contagious and when expressed with sincerity, this amazing power can transform many enthusiasm-starved business into a fertile ground. It serves as a vital nutrient to everything it touches.

In the highly competitive business environment in which most of us work, praise is often in short supply, but the need is actually tremendous. Employees work far more effectively when they are encouraged through signs of gratitude that the work they are doing is appreciated. Not only does the work need to be acknowledged as ‘a job well done’, the message needs to be delivered every day. Any “boss” who does not take the time to praise his or her workers, colleagues, or even clients is not using the most powerful tool they possess.

Giving false praise is not healthy, nor is it appropriate. But so much happens around us in the busy world of business, that we often forget to take the time

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to smell the roses. Stop and take the time. It’s worth more than anything money can buy.

Many of us live in a world of entitlement. We take so much for granted – our health, our access to food and shelter, good friends, a comfortable life style, and the list goes on. I wonder what the world would be like if we took some time everyday to be grateful for our many blessings – including life itself.

Humility

Whether socially or in the workplace, many people bandy around the word ‘Humility,’ and it is often misunderstood. To me, in a nutshell, it boils down to the core principle that there are no ‘big shots’. No matter what our professional position or achievements, no matter our social station, and no matter our wealth or education, we all have value; and on many levels – equal value. Yet our egos have a skillful way of distorting this concept. This is not to say that we cannot hold people in high regard, or that without them our lives would be less fulfilling. But the shoe is often on the other foot, and we too are held in high regard and help to fulfill others’ lives more times than we may ever know.

In a healthy business climate, teamwork is vitally important. This dynamic is sadly missing in too many companies today, and has a severe effect on the bottom line. It is also one of the main reasons why many good employees leave to find employment with companies where such a toxic climate is not present.

Take a moment to consider what the humility level in your place of employment is, especially if you are an executive. Good leaders are measured by their ability to make their employees feel valuable, at least as much as their own performance. If there is a weak link in your business, taking a look at your

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humility meter may be a good idea!

Awareness

Awareness is a sense of knowing how we affect the people with whom we connect, and how they impact our lives. Too often we glide through life, whether at home or at work, with no real sense of what’s happening. Sometimes we are oblivious because we are so wrapped up in our own personal lives that we don’t actually care about other people. If this happens in the workplace, the isolation that ensues can bring progress to a screeching halt. It can also impede one’s ability to succeed in one’s career.

Awareness brings to mind two familiar phrases. One is ‘deer in headlights’. The other is ‘smell the roses’. How often are we caught unaware; and how many times do we feel life is rushing by us too quickly to stop and really enjoy what we are doing, and with whom we are doing it – even if it is ourselves? Slowing down to allow the blur of life to come into focus actually helps us to achieve more of our goals, whatever they may be.

Taking the time to assess what we are doing, what our real intentions are for doing it, and how this all impacts those around us is part of what makes up a true leader. Awareness leads to respectful interactions with everyone we work with. This dynamic is essential to maintaining a healthy productive work environment, which in turn leads to profitability. Retaining the best talent within any organization requires awareness, respectful communication, and compassion.

How aware are you of the impact you have on your colleagues? What better time of year than the holidays to take a step back and examine this powerful dynamic? If you want to improve the climate in the office and the profitability of your company, raise your level of awareness.

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Compassion

This word for me is the most complex key word. Many of us understand and experience compassion, often applying it very successfully to people or situations outside of us. But how often do we have true compassion for ourselves? We set impossibly high standards for ourselves, and when we don’t reach them, we beat ourselves up. We need to give ourselves a break every once in a while. We are, after all, human beings. We all have frailties. We need to accept this and in fact embrace it. For without these inherent flaws, we would not be the unique and amazing individuals that we are.

This is especially important at work. We make different interpersonal connections at work than we do outside of work, with different people and under a completely different set of rules and dynamics. However the underlying principles do not differ. How we look at ourselves in relation to others carries through from one life experience to another. There is always a separation between one person and another because we do not know what is going on in anyone else’s life but our own. Everyone has his or her own challenges and struggles. We must take responsibility for ours. When we give ourselves a break, it enables us to give others a break, too. Be all deserve a break today!

“If we cannot now end our differences, at least we can help make the world safe for diversity.” — John F. Kennedy

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Respectful Communication and the Disabled: An Interview

By Michele Lawson

“Kids under about 7 years of age, are great. They are curious and honest. They would come up to me and want to ask questions about my wheelchair and Halo. Some of the parents would pull them away, like I was not to be bothered or spoken to.”

That quote is from my dear friend Michele Walsh, PT. While I am no stranger to disabilities, having had both a sister and father-in-law who were diabetic amputees, I felt that this is one area where no matter how much exposure we may have to the situation we can never fully embrace what life is like for people living every day with a disability.

In order to bring you the best article possible on being respectful of and communicating well with people with disabilities, I enlisted Michele’s help in the form of an interview which she graciously agreed to do. Her candid answers to my questions will reveal a glimpse into the day in the life of the disabled. (Note: since both our names are Michele I chose to format the interview with Q and A to avoid confusion.)

Q: Michele, thank you so much for agreeing to do this. We have been friends for many years and I appreciate you taking your time to help me and our readers gain a clearer understanding of communication issues that you face. First, why don’t you start off by telling us about your disability?

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A: Thanks for asking me – I always welcome the chance to educate on this topic. The short answer regarding my disability is: I was 18, on my way to college when I lost control of my car and became a paraplegic. In a split second my whole life changed. I lived in a small town in North Dakota (pop <3000 back then.) I was taken to the medical office in town, they noted that I had a spinal injury, called for the Air Ambulance and I was taken to the trauma hospital. Diagnosis: C7-T1 spinal cord injury. I remained in the trauma hospital about two months and then transferred to the rehab hospital in Grand Forks for another three months. Wheelchair bound, I started attending college (University of North Dakota (UND)) a year later.

Q: Impressive! What was that like?

A: Like most young people I struggled with what path to choose and went from majoring in computer science and psychology to undecided. One day while visiting the rehab hospital, I was asked about becoming a physical therapist (PT). My immediate thought was – if I was not disabled and had known about it before my injury, it would have been perfect. Life as a paraplegic is no picnic; however, I have had some great experiences and people in my life as a result of it. I have been greatly affected in a positive manner by my physical therapists and I would love to help give someone else back what I had gotten, my independence. I learned that even the able bodied therapist used rehab aides and I could too. I thought about it, applied to the program at the UND, chickened out, withdrew, applied again the following year, got in and accepted.

I graduated and practiced as a physical therapist for about 13 years, some personal issues and lack of aide support caused me to leave the field in mid-2000. I do maintain my license and hope to go back to practicing PT. It is my passion. Since that time I relocated to Florida, went back to

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school (which is where you and I met), while working at a local tissue bank, received a Health Information Management degree, became a certified RHIT (Registered Health Information Technician), ran a medical record department for a long term acute care hospital, got the opportunity to be a Case Manager which I did for two years and I currently work for an HME (Home Medical Equipment) company in the custom mobility department, involving intake and follow-up for custom manual wheelchairs and power mobility.

Q: Do you notice that people speak to you differently due to the fact that you use a wheelchair versus the way they speak to your friends and colleagues?

A: At times perhaps, although, I am not as sensitive to it as I was upon first being disabled. I have had a couple of experiences in my life where, when eating or checking into hotel that the person I am with will be spoken to even though I am the one paying. I just speak right back to the employee and make the intent of conversation come back to me. It does not happen much; society has gotten better in the 29 years since I have been paralyzed. The thing I most run into, is that people who have not been around anyone in a wheelchair much, have no clue how much it bothers my neck to have to keep looking up at them while speaking, especially if the person is really tall. When having a prolonged conversation with someone in a wheelchair, it is best to either kneel or grab a chair and sit.

Q: People often are afraid to address the elephant in the room so to speak. Would you prefer that people come right out and ask you about your disability or do you consider that rude or awkward?

A: For me, I prefer to be asked what happened (but don’t expect all the details especially if we just met). I think it is far better to ask than to assume

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something that may not be true. If someone has a cast or walking boot on most people will ask what happened. It should be no different when someone is using a wheelchair.

Q: To follow up to the question above – if you are going out with a group for the first time, do you prefer that they ask you about things that you may need assistance with?

A: Yes, because I am not always the best at asking for assistance. The main thing is to remember that the wheelchair is an extension of my body, you bump it, you bump me. It is my legs. Never grab the wheelchair and start pushing. Would you just walk up to someone and grab them without asking? I certainly hope not. If you have known the person awhile it is different. For example, my friends will walk beside me. Some inclines can create a challenge for me, so they will say, “Here let me help you up this” and that is very appreciated. I have another friend that prefers to hold my hand and pull me when we are on uneven surfaces. The courtesy that they show simply by paying attention to the elements shows great care and respect for me as their friend. It doesn’t go unnoticed.

Q: Although we have the ADA, it sounds like you still come across business or public places that you have trouble accessing?

A: Yes, and I will not frequent them. If it is not important enough to them to help make it easier for me to patronize their business then I won’t. Over the last 29 years, I have been into some businesses through the back door, mainly restaurants and you would not eat there if you could see some of the kitchens that I have seen. Businesses call themselves accessible because they have a ramp however they don’t care if it is too steep, too short, blocked with boxes and takes you into the business along a path that no other customer has to take.

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Q: So at the risk of exposing TMI (too much information) – I’m sure you have horror stories of disrespect and miscommunication in public restrooms regarding the handicap stalls. Care to share?

A: Bathrooms are a big issue for me. I need a stall with enough space for my wheelchair and me, where I can close the door and have room to dress and undress. However, most able bodied females want to also use the larger stall. They show no courtesy to the fact that I’m about to pee my pants because I can’t use the other 5 stalls that are open.

Here is a quick story for you. I was down in St. Petersburg years ago for a July 4th concert. As you know, the line to the ladies room is always longer than the men’s so there was a huge wait. One handicapped stall is all there was. By the time I got close to the front of the line, the handicapped stall opened and a kind woman in front of me told the other lady to let me go ahead. She had a fit! She felt like she was next in line and she could use the next available stall regardless of it being designated as handicapped. There have been a few times in my life that in needing to use public restrooms, I have not been able to close the door behind due to the stall being too small and I have had to ask a complete stranger to block the door for me. You never get accustomed to that type of loss of privacy.

Q: You are very independent and do you drive everywhere you go. Dare I bring up the topic of handicap parking?

A: Oh, parking is definitely another issue. I have a van with a lift and need the access aisle in order to get in and out of my van. You would not believe the number of times I have come out to find scooters/motorcycles parked in the access aisle and how badly I want to put my lift down on them and crush them. Not to mention the able bodied disabled (those not requiring the additional space for a lift) that feel entitled to the handicapped parking

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and park on the crossed hatched access aisle which is NOT a parking space. The access aisle is there for a reason. Remember, if I cannot open my door and lower my lift then I cannot exit and or enter my van. PLEASE be respectful of that.

Q: What would you say your biggest challenge is in the workplace?

A: Most of the places I have worked have had the means to accommodate me and the majority of my co-workers have been awesome. I have to ask for help to reach things at times and people are very willing. Everything can’t be down to my height and I do not expect that.

Q: Do you find that both the older and the younger generations struggle when communicating with a person with disabilities or are there generational differences?

A: Hmmm, not so sure if it is generational or just based on a person’s life experiences. I find that a good portion of the younger generation is self-centered and by that I mean that they just don’t notice those around them and their needs. However, there are those that are very caring, interested and supportive of differences, even disabilities. Communication improves (or should) as we age and mature so perhaps we (the older generation) are more tactful, but I find that it is more of a life experience issue or personality difference if one struggles with communicating with a disabled person. Someone who is outgoing, talks to strangers, enjoys talking to and meeting different types of people usually doesn’t struggle. Even for more reserved people; if they are nurturing and have had contact with people with disabilities they do not usually struggle. Society has improved in education and awareness on disabilities which I think certainly has helped.

Q: What is one pet peeve of yours that you wish people would

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change in the way they communicate or interact with people with disabilities?

A: I guess I would just leave it as, do not treat a person with a disability differently. If the person looks like they need help, ask/offer. If you’re going to have an extended conversation with someone in a wheelchair, sit or kneel down. The key word being “person” – our wheelchair (cane, hearing aid, assist dog etc.) just makes us a little more unique.

I am so happy to have had the opportunity to introduce you to Michele. All too often we are deep in thought and do not notice those around us, disabled or not. I hope that Michele’s openness will help us all be more aware of the wonderful people we share this world with and that we will continue to teach our future generations the importance of respect!

CHAPTER 2 Diversity & InclusionDiversity is the respect for and appreciation of differences in ethnicity, gender, age, national origin, disability, sexual orientation, education, and religion. Inclusion is a state of being valued, respected and supported. Diversity and Inclusion go hand and hand inside the workplace and are key to building a strong community. In this chapter, Paul Meshanko will talk about how simple respect can really be, while Robert L. Wood gives a list of tips for building a multicultural organization for productivity. Ruth Ramos Clifford explains in detail actions organizations can take after beginning a diversity initiative. Finally, Fernando Serpa discusses how executive support can be vital to the success of a diversity and inclusion initiative.

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“An individual has not started living until he can rise above the narrow confines of his individualistic concerns to the broader concerns of all humanity.”

— Martin Luther King, Jr.

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What Diversity and Inclusion Means in a Respectful Workplace

By Fernando Serpa

This week I am traveling to Hong Kong. Besides being one of the world’s top financial centers, Honk Kong is also a food lover’s paradise. Strolling through the noisy and chaotic side streets of the working class neighborhoods of Kowloon, I’m overwhelmed by the different and tantalizing smells coming from dozens of small food stalls leaning against centuries-old buildings. And, when I venture off the main road I find the most delicious and fascinating food and the perfect blending of tradition, culture and new friends.

The same ideas apply to diversity and inclusion.

The more you can leave your pre-conceived ideas and perceptions behind and open yourself up to new ways of thinking and doing things, the greater the rewards will be.

Usually, when I’m asked “Why does diversity and inclusion matter?,” I say:

“It’s simple. Diversity and inclusion can drive business and should be top of mind for every smart business leader.”

But sometimes that simple message gets lost and needs to be tied to more than just a business outcome; it needs to be tied to how we experience the world around us every day.

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Around the world, diversity is no longer just about the color of our skin, our gender, or our age. It’s about respect. It is about cultures. Heritage. Communities. It’s about how we respect the differences we all have, including our diversity of thought and opinion.

What diversity and inclusion means in a respectful workplace:

1. Coworkers take the time to understand

In respectful workplaces this means taking the time to understand and learn from the diversity of our colleagues and customers and to also challenge our triggers and unconscious biases that may lead to less cooperation or willingness to try new things.

2. Coworkers explore what it means to make others feel respected.

It also requires that we explore and pursue what it takes to make others feel respected. While we may tell ourselves that treating everyone the same way is the right thing to do, it’s often not true.

Respect means different things to different people depending on the very things that make each person different, including culture, background or any other dimensions of diversity. Taking the time to find out what respect means to others is the first step in building strong relationships that will yield multiple benefits professionally and personally.

Why invest in diversity and inclusion?

As we integrate more and more into a global economy, we must create these respectful and inclusive environments that fully welcome and leverage all our diversity in order to be fully competitive. Being able to

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easily move between cultures, understand different points of view, and collaborate on a global basis are the new skills of a successful workforce. Leveraging diversity and inclusion advantages, we can better mirror and understand the markets we are in and anticipate our customers’ needs that build closer business relationships and more successful businesses.

The world will never stop being diverse. It is filled with wonderful, new adventures and experiences around every corner for those who seek them out. The key is that sometimes we must leave the comfortable and known path and venture into the noise and the chaos to uncover the true simplicity and untold benefits that come from embracing diversity and inclusion.

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Tips For Creating Productivity in a Multi-Cultural Work Environment

By Robert L. Wood

Throughout my work with organizations, my efforts as a manager, leader, facilitator and consultant have created environments in which employees from a broad range come together in the spirit of creating something beyond the capabilities of any monoculture. One of the greatest skill sets required today is the ability to work across multiple cultures and disciplines.

My experience dictates that the degree of employee self worth and contribution determines an organization’s overall productivity. Much of that hinges on the extent to which employees feel regarded and respected as unique individuals. Working multi-culturally is not a “nice” social program for a business. Rather, it is an intentional means of ensuring a fully functional operation.

All organizations contain various cultures that need to work in a way that is energizing and achieves bottom line results. I use the term “multicultural” in a broad sense; therefore, it becomes important to clarify what this means. Certainly, it is easy to identify cultures based on ethnicity or race or nationality, but other powerful cultures exist as well. What about introverts and extraverts, engineers and manufacturers, executives and customer service representatives?

Keep in mind that within any organizational culture there are sub-cultures. They exist for a functional purpose, yet they form their own culture. One

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of the difficulties that can arise with the formation of a culture is that this culture thinks it is right and often becomes insular. It is also stereotyped by the other cultures who think they are right… and the name calling begins.

A fascinating piece of research conducted by Andre Laurent found that the more mixed an organizational group, the lower the productivity. He also found the more mixed an organizational group, the higher the productivity. These findings led him to explore what made the difference. He discovered that mixed cultures (regardless of how you define “mixed”) that put their energy into conforming and denying their differences accomplish less. Mixed cultures that acknowledge and utilize one another’s differences accomplish more. This finding suggests that if you want high productivity you’d better have some systems installed that ensure your cultures understand each other fully.

How Do You Build a Multicultural Organization for Productivity?

Most importantly, you have to want to build it. Once you really want to, the possibilities become endless.

Be prepared to take a stand. “We will be a fully functional, highly profitable, exciting multicultural organization!”

Get your people together to create a vision of a real multicultural organization. Make time for this. It is not a quick fix; it’s long term. But you’ll find some results improving in the process. Acknowledge the cultures you have, along with the cultures you will need for the future. Ask yourself the question, “Who’s not here?” What multicultural segments are either unrepresented or underrepresented?

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Be prepared to assess and reassess your current organizational culture and its norms, values, behaviors and systems. Do they allow for cultural interaction?

Get help. Find resources/facilitators who are skilled at working multi-culturally, who excel at gently shifting paradigms or sometimes kicking them in the butt, who are catalytic and probably a bit strange, and who want to see your organization grow, change, learn and become all it can be. Because this is a constantly changing field, nobody is ever an “expert”. However, some of us, who have focused on this area over long periods of time, are knowledgeable of the dynamics of cultural interaction and have expertise in creating high performing systems.

Know that the above is not a perfect process. The real enjoyment of creating a multicultural organization is the journey – it is one rich in learning and results based on the fullest contribution of the people, be they executives or janitors.

Make it a multi-dimensional process rather than a top-down process.

Be careful about selecting a title for any intervention used. Don’t call it “Managing Diversity”. Diversity doesn’t need to be managed; it needs to be embraced for what it brings to the party and the bottom line results it contributes.

Don’t expect people to love each other – they don’t have to. What they do have to do is find a way to acknowledge each other and respond respectfully with one another.

Although an organization may want to value and celebrate differences, an organization has no right to tell employees what to value or celebrate.

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However, you can build an organization that utilizes differences to build a better product. And you can create a value-based organization.

Organizations have often tried to emphasize a change in attitudes. Actually, my attitudes are none of your business! But my behavior is. You can establish the types of behaviors required to work multi-culturally.

Be careful about seeing this as a “soft skill” or “soft science”. To pull this off well, you may need to be tough as nails. It takes work, patience and determination.

More than anything, take the journey of exploring yourself, your own cultural being – how it emerged, what it means and how its norms and values affect others.

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Diversity as a Noun…Inclusion as a Verb

By Ruth Ramos Clifford

Diversity is such a buzzword in today’s corporate world.

Between raving about their diversity strategy, diversity initiatives or diversity recruiting, “diversity” seems to be the trend among the best companies in the world. The unfortunate trend that has become overly apparent to me is that diversity has really just become a numbers game. Organizations are spending their resources trying to diversify their candidate pool, hire more diverse candidates, and do more in the underserved communities. This work is GREAT and I would not want to spend this time discrediting the great work that organizations have done in the diversity field however I want to spend a few minutes around the “what’s next?” question.

My question is: what comes after “diversity”?

I encourage readers to go back to elementary school and recall when your teacher taught you about nouns and verbs. As I recall, nouns are words that name persons, places, things or ideas. A verb is a word that usually denotes an action, it’s a doing word. So what does this have to do with diversity? I would argue that in order for an organization to be effective with their diversity initiatives, diversity has to become a verb. I would like to introduce the concept of inclusion. In my words, inclusion is about our individual behaviors that foster respect, appreciation and a value of all persons.

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Often times, organizations spend an immense amount of resources attempting to become more ‘diverse’ and then cannot understand why their initiatives tend to fizzle out. Many organizations call this the “revolving door” syndrome. Organizations are able to hire diverse candidates but cannot retain them for a substantial amount of time. I believe that in many cases it is because the culture of the organization cannot sustain these diversity initiatives. The organizational culture is not inclusive.

Often times, organizations spend much of their time on the organizational level of system and do not focus on the individual or group levels of system. As an organization, it is important that your marketing represents a global workforce, that your website speaks to the diversity initiatives, that your vendors are diverse, and that your organization participates in diversity surveys and conferences. However what happens when an individual starts to actually work in the organization? Does the manager and team support inclusion? Does the individual feel that they can be their authentic self regardless of race, gender, sexual orientation, religion, etc. and bring their ‘whole’ self to the workplace? It is only when organizations can foster an inclusive work environment that they will begin to really maximize an individual’s optimal performance.

Think about it. You do your best and you are at your best when you feel that your ideas are valued, appreciated and respected. You feel confident to present innovative ideas, solutions and services when you know that they are welcomed and acknowledged. You feel empowered to go to the next level in your career when your manager and team members support you.

So my question to you is what stops us from getting to place where we can

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foster inclusive work environments?

Inclusion is respecting, appreciating and valuing others. Regardless of your beliefs, culture, socioeconomic status, educational background, city in which you grew up in, I respect you. I respect you because at the end of the day, we are not so different after all. At the end of the day, I still work with you. At the end of the day, we are here because we care about the mission of the organization or because we want a better future for our children. Whatever the reason, at the end of the day, we have something in common and if I respect that part of myself, then I must respect, appreciate and value you too.

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How to Seek Executive Support of a Diversity and Inclusion Effort

By Fernando Serpa

A few weeks ago, John Chambers, the CEO of Cisco, was interviewed in Fortune magazine about on his thoughts around diversity and inclusion and how leaders can make a difference in changing culture.

His remarks confirm that in companies that are best in class for diversity and inclusion, executive leadership is critical for success.

According to Chambers in the Fortune article, “You have to do things dramatically different to achieve dramatically different results. We have done many programs, but perhaps we go back with a renewed emphasis and focus on doing a couple of them dramatically different. My worry is that when you have 30 or 40 different ideas, all of them are good ideas. What are the three to five that will really move the needle in a meaningful way? That is how you get a CEO’s attention. Any CEO will tell you that if you have 30 to 40 priorities, you don’t really have priorities. You have to get it down to three or five areas to make a difference.”

Obtaining executive sponsorship is a key component to kicking off any diversity and inclusion strategy. To be successful you need to show that your initiative is taken seriously and has the support from the top levels of the organization. A senior level executive lends credibility to your efforts and can promote your cause among his/her peer group and give the initiative the visibility it deserves.

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But, as Chambers says in the article, executives are busy people and are bombarded with many programs and ideas every day. Before approaching a potential executive sponsor, remember to always do your business case homework and be prepared before your meeting. In order to get to the top of their list and get their attention you should have your bullet points ready and know your outcome.

Never start a conversation with an executive talking about the diversity initiative and what you have been doing in your department. Always begin with a business question. Present yourself as a strong business partner and begin with what is important to them, their business goals. ALWAYS KNOW YOUR ORGANIZATION’S BUSINESS GOALS and know how diversity and inclusion can help your executive get closer to his or her goals.

5 things to always ask your executives to do when seeking executive support of a diversity and inclusion effort:

• Lead by example and serve as a change agent in day-to-day business operations.

• Be a visible resource of support to local and regional management and employees.

• Lead in promoting diversity activities and helping to establish and promote a communication strategy to inform employees, customers, and the community about the organization’s commitment and progress on diversity issues.

• Be briefed on a regular basis to understand issues of diversity and inclusion, diversity best practices, and benchmarking in order to support and promote diversity and inclusion strategies to the organization.

• Sponsor and support diversity programs and activities, employment

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functions, diversity training, and enhancement of workplace productivity in keeping with your organization’s mission.

Finally, it is important to cultivate the diversity and inclusion knowledge that will position you as the content expert and a trusted business resource.

• Read, research and secure the best and most up-to-date diversity and inclusion practices you can.

• Network with others.

• Secure a trusted consultant who has been where you are now and knows how to work within corporate environments.

• Be able to share best practices of other companies and the corresponding business results that they delivered.

I know that whenever I spoke with an executive at any company I was a part of, one of their first questions was, “How do we compare with other companies, what are they doing, and what do we need to do here to get better?” Being prepared to answer those questions will make you and your diversity and inclusion initiative shoot to the top of any executive’s high priority list.

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CHAPTER 3

CommunicationRespectfully interacting and communicating with your co-workers is a key and over looked component in building a strong relationship inside of the workplace. In this chapter, you will learn from Melanie Sklarz tips for more respectful workplace communication, as well as how to create meaningful relationships with candid dialogue among diverse peers. Also, Laura Lewis-Barr explains how fighting in the workplace hides under the surface and is often expressed through non-verbal communication.

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The single biggest problem in communication is the illusion that it has taken place.

— George Bernard Shaw

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5 Tips for Respectful Communication in the Workplace

By Melanie Sklarz

How we communication with coworkers is essential to creating a more respectful and therefore effective workplace. Below you will find 5 suggestions to help improve the way you communicate with others in the workplace and your personal life.

1. Actively Listen

When someone is talking to you, do you listen? You’ll probably say, “of course!” But are you really hearing them? It seems that with so many distractions in our lives today and in the office that active listening is slowly slipping into extinction. Too often, we are so absorbed with ourselves and thinking about when we need to pick up the kids, what we are having for dinner, etc that we don’t actively listen when someone is talking. We’ve all done it, so you are not alone!

What you can do:

Start by actively listening, rather than passively listening (see above examples). Active listening requires that we set aside those distracting thoughts that consume our minds and focus solely on the person speaking. This may mean that we step away from our computer to give them our full attention. It also requires that we give them eye contact and encouraging non-verbals to let them know we agree with their ideas — and more importantly, that we hear them!

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The next time you’re lured into letting your mind wander during a conversation, simply focus on the present and the speaker. Do this at least once today and before you know it, you’ll be on the path to becoming an active listener fostering respect with those you communicate with.

2. Value Dissenting Opinions

It seems more and more that we live in a world where dissenting opinions are losing value. It seems that nowadays it is only my way and no other way.

But valuing those opinions that are different from our own — even if we don’t agree with them is a more powerful tool to building consensus among people and groups. By acknowledging that someone else’s opinion matters as much as our own is the first step to creating a respectful dialogue. You might be surprised to find that although someone else’s opinions differ greatly from yours their intent may actually be the same. For example, we all want to see the country improve, although our opinions on how to do that may differ.

What you can do:

Next time you engage in a conversation that focuses on a differences of opinions, take a step back and actually consider the other person’s opinion and value it as much as you value your own. You might be pleasantly surprised by the outcome after making this simple, yet powerful effort.

3. Watch Your Cues

If you’ve ever taking a public speaking class, you know that usually one of the assignments requires you to be taped speaking so you can see how you

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REALLY present yourself.

While we may not always be aware of the visual cues we project, they may be speaking more loudly than we are in work situations. Watching the video with the sound off, participants learn which cues they are projecting and if they are in alignment with what they intended to project.

Sometimes our visual cues can be way off and we come across not what we intended but what the other person perceives. So being aware of how we present ourselves from someone else’s point of view can save a lot of confusion in the workplace and build respect along the way.

What you can do:

Ask a confidant at work how they perceive the way you act. Are you nodding your head yes, when you actually mean no? Are you smiling when you deliver bad news? If so, try watching your cues in the workplace and notice the reactions.

4. Contribute Porportionally

While this tip can have multiple interpretations, I am referring to meetings. You know the person (maybe it’s you!) who monopolizes an entire meeting with their comments. Or it’s the person, who gives the longest explanation for the simplest point. Whoever it is, you get the idea. This type of disruptive and disrespectful behavior takes many forms.

What you can do:

The next time you are in a meeting and notice that you are contributing too much, try to scale it back, if necessary. Instead let the person, who never gets a chance to say something share their ideas first.

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Or if you are in a meeting and someone else is not contributing proportionally, gently remind them that everyone should have a turn speaking. Maybe at the next meeting, you even set a timer and everyone gets no more 3 minutes to speak per topic.

5. Speak Only What You Know is True

This tip can be interpreted a couple of ways. I am going to focus on it’s similarity to gossip and not the larger issue of what is truth. Too often people are talking about things in the workplace that simply are not true and it’s harming the entire organization. Here’s an example of that destructive behavior:

Employee #1 says to employee #2 that he heard that the company might be filing for bankruptcy and letting everyone go. Employee #2 doesn’t ask where employee #1 heard this but starts to think that it may be true, since upper management has taken away our 401 K and cut some of our vacation time. They’ve also let a couple of people go in each department. Now that employee #2 thinks about it, there has been a lot of whispering going on.

The problem is that it is not true. Yes, the organization is going through hard times (like everyone else) but they are not closing and are not filing for bankruptcy. Clearly, employee #1 is spreading gossip that has not been confirmed.

What you can do:

Don’t pass along knowledge that you have about the organization until you know it is true. If it’s not, it will only create panic and fear and you’ll lose all respect.

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Guidelines for Engaging in Respectful Dialogue

By Melanie Sklarz

Last week I finished the third and final class of Cleveland State University’s Leadership Forum on Diversity series. Since most of the information presented during the series served as refresher for me, it was the dialogue among students that provided the greatest knowledge. Like in real life, open conversation is often the best teacher.

The class was filled with diverse learners: students, staff, faculty and regular folks from the community like me, interested in increasing diversity awareness and cultural competency. Yet with all of these varied personal experiences competing, we were able to create meaningful dialogue and learn a few things in the process. Did you know that military families were horrified when the KIA car company was introduced because the name also means killed in action?

It’s often the information that we don’t consciously think about and that others don’t know that provide such interesting dialogue revelations. Several months ago I wrote a post about taking the point of view of others and what I learned from having a candid discussion about race with one of my closest friends, who also happens to be African-American, although knowing her she’d probably just like me to refer to her as black.

Dialogue, as I learned from my friend and now my recent class, is probably the most important factor in creating and sustaining respectful and diverse relationships, especially in the workplace. Honest and candid

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dialogue among peers and colleagues allows us to learn more than we, as individuals can know on our own.

But before we rush in, here are a few guidelines to consider when creating respectful dialogue:

• Share your perspectives, listen to the perspectives of others, notice and respect differences and seek to understand them.

• Acknowledge and inquire with interest about the perspectives of others.

• Inquire about and seek to understand the assumptions of others.

• Suspend debate and the need to prove the other person wrong.

• Understand and share your assumptions.

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3 Examples of Passive-Aggressive Fighting at Work

By Laura Lewis-Barr

I’m always amazed to hear the stories of how people subtly fight at work. Through procrastination, gossip, stonewalling, and other passive-aggressive methods, co-workers can find clever ways to obstruct progress while appearing helpful.

So much conflict can be hidden under the surface of our actions and conversations. In the theatre, this is called “subtext.”

Here are three examples of ways employees fight while smiling. Names have been changed but the scenarios are true.

1. Creating obstacles.

“Tracy” is a talented office manager, but if she feels slighted, her ability to solve problems comes to a screeching halt. Suddenly, numerous intractable obstacles appear. If one is solved, another emerges. Some coworkers have called Tracy, “controlling” and they complain of her micromanaging. Others have learned to keep Tracy “in the loop” and report no problems. They have realized Tracy’s need to feel needed. While some coworkers are stuck in constant battles with Tracy’s procedures, others have found a coworker with incredible talents and a powerful work ethic.

2. Stonewalling.

“Joan” feels insecure in her new supervisory position. Because of this, she

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confesses (to her closest friends) ongoing suspicions of her colleagues’ motives. Because Joan is convinced that most of her staff are against her, she rarely listens to their concerns. Instead, convinced that they want her to fail, she schemes to achieve her goals without her staff’s input. Tracy (see above) works for Joan. Can you imagine their battles? While friends sometimes challenge Joan to question her beliefs, their words make little impact. Joan’s fear overrides every other message.

3. Gossip.

“Carla,” also works for Joan, and like Tracy, values being included in decision-making. Carla detests Joan’s autocratic style and has grown to want her boss to fail (those fulfilling Joan’s greatest nightmare). Carla gossips about Joan and has predisposed many in the organization to dislike the new supervisor.

Joan, Tracy, and Carla also have different working styles. Carla and Tracy like order, predictability, and security. Joan likes spontaneity, risk, and quick decisions. As the supervisor, Joan hasn’t taken the time to understand her staff’s need for structure. Joan is certain of her staff’s defiance, but she is unaware of how she has helped create it. Because Joan assumes the worst from Carla and Tracy, she has never tried to discover what these women need to function at their best. Instead, Joan relies on brute authority and her staff finds ways to thwart her goals.

How does fighting manifest in your workplace?

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CHAPTER 4

CultureWorkplace culture is the invisible essence of your organization as embodied by the people who work there. In this chapter, Barbara Richman will give a list of actions to create a more respectful culture for your organization. Fernando Serpa discusses the yearly “Do One Thing for Diversity and Inclusion” campaign and how it impacted one workplace culture. And finally, Michael Kerr gives us an example of a work culture built on laughter.

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Culture makes people understand each other better. And if they understand each other better in their soul, it is easier to overcome the economic and political barriers. But first they have to understand that their neighbour is, in the end, just like them, with the same problems, the same questions.

— Paulo Coelho

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10 Actions You Can Focus on to Influence Culture of Respect, Civility in your Workplace

By Barbara Richman, SPHR

Imagine a work environment where all communications and interactions were conducted in a civil and respectful manner. Co-workers and customers would be treated respectfully on a consistent basis. There would be no place for harassment, discrimination, bullying, workplace violence, unethical actions, or other disrespectful and potentially illegal behaviors.

Instead of this idealized picture, studies and polls indicate that workplaces are a reflection of society at-large and that incivility is a serious problem that is getting worse. Web sites such as www.rudebusters.com and www.bullybusters.com reflect these trends. One study on workplace research found that 80% of those polled responded that lack of respect is a serious problem and 60% believed that the problem was getting worse. The study estimated that the average Fortune 1000 executive spent 13% of his or her time mediating employee disputes. Another found that nine out of 10 Americans thought that incivility increases opportunities for violence. Findings from these and other studies further point out that disrespectful and uncivil behaviors decrease morale, drain productivity, increase turnover, and negatively impact an organization’s bottom line as well as the overall economy.

If we take a snapshot of today’s workplaces, they generally will fall somewhere in between the two extremes on a continuum ranging from

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disrespectful to highly respectful. This measure is not expected to be static over time. Moving an organizational culture on a continuum toward an imagined environment, as described above, will require that respect become a core value, one that is understood, articulated, internalized and acted upon by employees at all levels of the organization. In organizations that have not identified this value as part of an overall focus, individual employees can still make a difference by adopting the concept “each one influence one” and taking responsibility for acting in a manner that demonstrates self-respect and respect for others.

The following are tips to assist each employee in being proactive in promoting respect and civility:

1. Focus on others’ needs and consider how your words and actions will impact others before you speak or act.

Approach each interaction with respect, regardless of whether you believe that the other person’s behaviors “earn” or even elicit that respect.

2. Be intentional in your communications.

Plan to listen to the other person without interruption and practice effective listening skills. Develop an awareness of the respect that you display in all areas of your communications, including what you say, how you say it, your voice tone, and the body language that you demonstrate.

3. Become a bridge builder and act in a manner that creates an inclusive work environment.

Look for various ways to have diversity in work teams and committees as well as in individual associations. Be aware of the downsides caused by labeling and stereotyping others. Replace these behaviors with respect for

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individual differences.

4. Appreciate the value of diverse opinions in developing approaches to varying situations.

Recognize that it does not equate to agreement if you listen, clarify what was said, and ask questions to gain an understanding of others’ opinions. In situations where disagreement results, learn to “agree to disagree” respectfully.

5. Understand that conflicts will occur in the workplace and take responsibility for your actions, regardless of the situation.

Take time to understand your triggers or “hot buttons.” Knowing what makes you angry and frustrated will enable you to manage your reactions and respond in a more appropriate manner. Practice self-restraint and focus on your overall objectives in responding to potential conflicts. A positive and solution-driven approach will facilitate your ability to reach resolution.

6. Guard against acting impulsively based on negative assumptions about another’s intent, as that can lead to damaged relationships.

Take time to analyze relevant facts and to reconsider your assumptions.

7. Avoid tendencies to become caught up in gossip, complaining, or other forms of negativity in day-to-day interactions.

Be mindful of the following quote by Ruth Anne Crouse, “What Peter tells me about Paul tells me more about Peter than it tells me about Paul.” Recognize that your actions will influence how others perceive you.

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8. View today’s difficult situations from a broader and more realistic perspective by considering what they mean relative to the overall scheme of things.

Ask yourself questions such as, “How will I look back on these circumstances in a week, month, or year?”

9. Be supportive of your organization in your communications both inside and outside of the workplace.

Ensure that any comments that you make place the organization (including departments and individuals) in a positive yet realistic light.

10. Pay attention to how respectful you are in your communications and other actions on an ongoing basis.

Rate yourself (for instance, on a scale of 1-10) periodically after interactions to measure your success and to identify opportunities for improvement.

*Editor’s note: This article originally appeared in the Memphis Business Journal.

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On May 21, Do One Thing for Diversity and Inclusion

By Fernando Serpa

A few years ago I was fortunate to be part of a United Nations delegation to Doha, Qatar to represent the U.S. at the Global Alliance for Cross Cultural Diversity Summit.

At that summit I learned of a grassroots campaign called “Do One Thing for Diversity and Inclusion,” marking the annual World Day for Cultural Diversity that was launched by UNESCO and the UN Alliance of Civilizations.

The UN General Assembly declared May 21 to be World Day for Cultural Diversity for Dialogue and Development.

“The day provides us with an opportunity to deepen our understanding of the values of cultural diversity and to learn to live together better.” — United Nations Resolution 57/249

By encouraging people and organizations from around the world to take concrete action to support diversity, the campaign aims to:

• Raise awareness worldwide about the importance of intercultural dialogue, diversity and inclusion

• Build a world community of individuals committed to support diversity with real and everyday-life gestures

• Combat polarization and stereotypes to improve understanding and cooperation among people from different cultures

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The campaign uses a dedicated Facebook page that serves as a platform on which people around the world can share their experiences through posts, including photos and videos.

Once I learned of this, I took the information back to the company I was working for to start a global initiative around the event. I worked with HR and Corporate Communications to create a plan that would engage as many employees in the initiative as possible. I also enlisted our Employee Resource Groups around the world to participate.

From there on, it was locally owned and every company location was encouraged to design their own program that was country- and site-specific and would be relevant to their local employees. The ideas that flowed forth were a true example of diversity and inclusion leading to innovation.

Across the globe we had celebrations featuring Irish bag pipers, Mexican dancers, Japanese Tea Ceremonies and Tango shows. Sites hosted “Parades of Nations” in which participants wore native cultural dress and provided explanations about the outfits including their significance and any special occasions when worn. Blog platforms were created on which employees expressed why diversity and inclusion are important to them. A Hispanic employee group organized a lecture titled “Latinos and Alzheimer’s Disease.” Lunch and Learn forums were held to discuss such topics as “LGBT and Allies Partnerships,” “Disabilities Awareness,” and “Creating Inclusive Work Environments.” Attendees at the events learned more about the local Employee Resource Groups and many signed up to join.

Overall, our first full participation on the “Do One Thing for Diversity and Inclusion” campaign was a huge success. Many new locations expressed interest to join the next year, and the ones that participated were already

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planning on making it even bigger and better the following year.

Breaking a concept as broad as diversity and inclusion up into digestible activities and finding something that can be relevant to an entire global workforce are keys to building and sustaining a successful diversity and inclusion initiative. The “Do One Thing for Diversity and Inclusion” campaign is an excellent way to achieve this.

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Leading with Laughter to Build an Inspiring Workplace Culture

By Michael Kerr

I sat down a awhile back with Paul Spiegelman, the founder and CEO of Beryl and the author of “Why is Everyone Smiling?” at Beryl’s headquarters in Bedford, Texas. Paul Spiegelman is a truly inspiring leader, someone who has nurtured one of the top workplaces in the world.

Beryl is known for its family-friendly, employee-centric workplace culture. Their focus on culture, on taking care of employees in need, and on creating a fun workplace has reduced their employee turnover rate to around 15% (compared to the average annual employee turnover rate in the call center industry of 80%). And they’re phenomenally successful to boot, which Spiegelman credits largely to the Beryl culture. In fact, Spiegelman goes so far as to suggest that employee engagement is the leading indicator of future business success.

Beryl’s CEO is unapologetic and passionate about asking employees to have a positive attitude. And he knows that to maintain a great culture, adding fun can’t be viewed as “the flavor of the month.” Although no one is ever forced to participate in fun events at Beryl, a key principle is that everyone must be given the opportunity to participate.

For the sake of injecting fun into the workplace, Spiegelman has dressed up as a matador, roller-bladed in an outlandish disco costume, been dunked in dunk tanks and has starred in some very wacky videos.

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But here’s a crucial point in this success story: Paul Speigelman is not naturally funny or even very outgoing. He’s very humble and he’s an introvert. So his inspiring leadership isn’t personality dependent. The culture isn’t driven by the force of his charisma. Yet, he has learned over the years to laugh at himself and to take himself out of his comfort zone to help engage employees.

And most importantly perhaps, despite the fact that he himself is not a naturally gregarious or funny person, he recognizes the need to build a fun culture, and has championed others in the organization to help fuel their amazing culture.’

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CHAPTER 5

BullyingBullying inside the workplace can have a negative impact on individuals, as well as the company. In this chapter, Paul Meshanko discusses the emotional as well as physical effects of bullying. Paul also answers how we can replace bullying with respect. Finally, Sindy Warren tells a story of the effects of workplace bullying and the actions the company took to demonstrate its commitment to respect.

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Everyone in America likely has a bullying story, whether as the victim, bully or as a witness.

— Michael M. Honda

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Are you too aggressive? If so, it might be killing you

By Paul Meshanko

On April 26th I spoke at the BC Human Resources convention in As aggressive behavior is studied more frequently, especially relating to bullying, the focus has tended to be on the long-term effect on mental health.

A 2013 study in JAMA Psychiatry looked at the long-term psychological effects of bullying on:

• Bullies

• Those who were bullied

• Those who played both roles

As you might expect, those doing the bullying did not have the same risk for mental health disorders as the other two groups.

Those who were bullied had greater risk for depressive and anxiety disorders, panic disorder and agoraphobia as adults.

Those who played both rules—bullies and those who bullied, were the most at risk for the same disorders as those who were bullied, and they also had more suicidal thoughts.

Another study out this week from the University of Utah has more bad news for “hostile-dominant” types and this time it’s physiological.

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The study reviewed hostile-dominant, as well as warm-dominant types in

• Undergraduate volunteers

• Young, married couples

• Older, married couples

Hostile-dominant undergraduates reported greater hostility and interpersonal stress. Warm-dominant types ranked themselves as higher in social status having attained it as a result of prestige and freely given respect (vs. being subordinated by hostile-dominant types).

A sub-set of the undergraduates experienced significant increases in blood pressure when interacting with a dominant partner, but not with a deferential one. This is significant because increased blood pressure correlates with a measurably higher risk for cardiovascular disease.

Among older, married couples, as would be expected, a warm-dominant style resulted in an environment of less conflict and more support. A hostile-dominant style produced an environment of greater marital conflict, lower marital support and more severe atherosclerosis in both men and women.

As we start another work week, pause and think about how you normally get what you want from others. Being assertive is fine, and even desirable in many situations. But crossing the fine line to aggressiveness, hostility and possibly bullying is another matter. It’s harmful to others, but also to ourselves.

The antidote?

Take a deep breath, smile and be nice. As my father told me many years

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ago, “We’re not here for a long time, we’re here for a good time.” A great sentiment that may actually help us live longer.

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Can Respect Replace Bullying in the Workplace?by Paul Meshanko

Last year, Miami Dolphins player Richie Incognito took what was once thought of as only the playground pranks of youngsters into the mainstream of the adult world. Along with his antics of bullying toward his fellow teammate, tackle Jonathan Martin has come the realization that this behavior is more widespread than most people think and bullying occurs quite frequently in the office boardroom along with the locker room and still on the playground. Just last week another Miami Dolphins player, defensive back Don Jones was fined and suspended for his comments on Twitter regarding newly drafted NFL player Michael Sam kissing his male partner on television.

It begs the question: Can’t we all just get along? Obviously not. According to the Workplace Bullying Institute:

“Blaming oneself for horrific incidents foisted on us by others is a characteristic common to individuals bullied at work. Although witnesses see clearly that it is the bully who controls all incidents and assaults the target without invitation. Nevertheless, the typical scenario involves the target thinking that something about them is flawed and discoverable by the bully, a form of self-blame or guilt.”

The article goes on to cite that 39% of bullied targets have been diagnosed with clinical depression. Research by others links the trait of self-blame to a cognitive vulnerability and also to a major depression.

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The effects of bullying in the workplace

In close proximity to the negative effects of bullying are the characteristics of what happens to our brains, our feelings, our sense of self-worth and productivity when we are in this environment of bullying and disrespect.

Not only do people feel physically upset when being bullied or in a barrage of disrespectful behavior, but studies in neuroscience indicate that the brain and the chemicals in the brain are adversely affected.

At the University of Manchester (England) and in Brazil, neuroscientists found that moral feelings like guilt or anger trigger social meanings, which activate the right superior anterior temporal lobe area of the brain (ATL).

In healthy participants, guilt also activates two other brain areas — the subgenual cingulate cortex and adjacent septal region (SCSR). The SCSR is associated with social conceptual knowledge. When others are blamed, the ATL is disconnected (decoupled) from the SCSR. That is, only the ATL neurons fire and not those in the SCSR.

Talking about the value of respect and not bullying, Dr. Ellen Weber, director, MITA Brain Based Center has stated:

“Social fairness and respect help employees learn. When we show interest in others, support them and praise them genuinely, we “squirt” a chemical mix of serotonin and oxytocin into their brains. These neurotransmitters encourage trust, open others’ minds to our ideas, and create desire to get to know us better and to help with whatever we need done.”

Respect is powerful in that this behavior creates an environment and a

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synergy between individuals that lays the foundation to do the very best work we are capable for our organizations.

From all the media reports, it is fairly reasonable to assume that bullying in professional sports and in the work environment have been well-kept secrets. Now that we are finding out that it is much more prevalent, we need to address bullying by not tolerating this behavior and replacing it with respect on every level.

Creating a respectful workplace culture

As with most worthy pursuits, the journey to creating a respectful work culture takes deliberateness driven by the belief that such a pursuit is in the best long-term interest of the enterprise. It also takes time, attention to detail and perseverance. To do it properly requires a long-range methodology for aligning and leveraging the discrete disciplines of business strategy, organizational development, psychology and neuroscience.

By adding respect, will it mean that the Miami Dolphins might have a stellar season? Will boardrooms across the globe experience record sales numbers? The answer is that perhaps the reality will be that when respect is added to the business or sports strategy environment, the results have the opportunity to be both transformational and transcendent with culture and values becoming the bedrock of all future business activity.

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The Toxicity of Workplace Bullies

by Sindy Warren

I recently conducted a workplace investigation that was initiated by a couple of employee complaints about a senior manager’s leadership style. This manager was very, very senior. As in close friends with the CEO and a “lifer” at the company. As such, he was widely perceived as untouchable. Thanks to the company’s commitment to a respectful workplace, that soon changed.

During the course of the investigation I interviewed over a dozen witnesses. Some common themes quickly arose.

Said manager was terrifying his employees. Screaming, insulting, ridiculing, slamming doors, banging tables, you get the gist. Witnesses cried describing their interactions with the manager. They shared medical issues that arose since working for the manager, such as weight gain, hair loss, and the need for anti-anxiety medication. In one of the most poignant interviews, a witness shared that he crawled into bed every night after work and prayed for the strength to return to work the next day.

The cost of this workplace bullying was clear.

There was an almost universal lack of engagement. Employees were actively seeking other employment opportunities. Employees believed the executive management team knew of and sanctioned the manager’s behavior. As a result, legal risks were running high.

The company could have overlooked the behavior. Or made one of these

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typical excuses: “Oh that’s just how he is; he means no harm.” “It’s easier to keep him than find a replacement.” “We can’t afford to lose him.” Instead, it took action and demonstrated its commitment to respect in the workplace.

What do you think the result was?

Relieved employees, a sense of pride at working somewhere that “did the right thing,” and a big dose of commitment and loyalty to the company. It was a nice reminder that committing to a respectful workplace can pay off, in a big way.

69 | Employee Engagement

An “engaged employee” is one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization’s reputation and interests. In the following chapter, Sindy Warren discusses how employee engagement is related to the level of trust of senior management; Michael Kerr lists ways to create a positive, inspiring workplace environment; and Melanie Sklarz lists creative gifts for employees during the holiday season.

CHAPTER 6

Employee Engagement

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When people are financially invested, they want a return. When people are emotionally invested, they want to contribute.

— Simon Sinek

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New Study on Employee Engagement Focuses on Trust

By Sindy Warren

Dale Carnegie Training recently released the results of a new study on employee engagement. The findings might surprise you. Even if employees are passionate about what they do, they won’t be engaged in their workplace unless they trust senior management and feel a bond with their immediate supervisor.

If either of those two factors are lacking, employees feel extreme dissatisfaction and low engagement. And we know that low engagement translates into decreased productivity, increased dissatisfaction, and a whole host of other negative workplace consequences.

So what is an employer to do?

First, understand that it really is imperative that management “walk the walk.” In other words, have a clear set of organizational values and communicate them to all levels of employees. Ask for feedback from employees, and do something with it. To really gain employee buy-in and loyalty, make respect a core value. How employees are treated at work matters, a lot.

Second, select your managers carefully. Many rise through the ranks because they are good at what they do, not because they necessarily have what it takes to manage. That’s all right, so long as they are amenable to, and receive, the proper training. What should this training encompass?

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First and foremost, respect in the workplace. Comprehensive training in this area can have a direct and significant impact on engagement.

So what are you waiting for?

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Inspiring Employee Motivation in the Workplace

By Michael Kerr

Inspiring workplaces are places where people feel motivated to perform at their best potential and to contribute their ideas for the betterment of the organization.

Inspiring leaders understand that there are no motivational shortcuts. Pep talks, team building activities and salary perks all have their place, but creating a highly motivated workforce is not the result of a one, ten or even twenty times a year event.

Stoking a fire once every three months is a surefire recipe for burnout. To keep the workplace flames burning bright the fire that drives people’s passions need to be continuously stoked.

And inspiring motivators understand some basic motivational principles …

It all starts with a positive work environment.

• Carrots outperform sticks.

• Different things motivate different people.

• Intrinsic motivators outperform external motivators.

• People want to be appreciated and recognized.

• Celebrating milestones generates momentum.

• Small is beautiful.

• It All Starts With a Positive Work Environment

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Let’s recap the entire book thus far: Assuming you’ve hired the right folks for the right jobs, then happy, positive working environments create happy, positive workers.

It doesn’t get any simpler than this. Everything starts here. If your basic workplace environment is poisoned with toxic bosses and distrust and high levels of stress, then all the motivational perks in the world aren’t going to make any difference to the performance of your employees.

And happy, positive work environments are created when…

• You hire positive, talented people

• You match people to their best talents and passions

• People are given clear, challenging goals and an exciting vision

• People are given the tools and training they need to do the job well

• Communication is open, honest and respectful

• Humour and creativity in the workplace thrive

The importance of starting with these basics cannot be overstated. You may have a very upbeat, positive work environment, but if someone is put into a position where they feel mismatched and overwhelmed, then obviously motivation will suffer. Likewise if people are not given clear direction, or not provided with the proper tools and training, motivation suffers. And motivation most definitely suffers when reward incentives are seen to be unfairly distributed. Even monkeys understand this one.

A research study reported looked at rewards offered to capuchin monkeys in exchange for simple tasks they performed. To receive a slice of cucumber, the monkey had to give a small rock to the researcher. When

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their fellow monkeys began to receive greater rewards for those same small rocks, their performance declined. Some refused to take the rewards, even tossing them back. And when monkeys got rewarded for doing even less work, the monkeys really went bananas.

By not focusing on the fundamentals of a positive, inspiring work environment, organizations often inadvertently do more to suppress motivation than they do to fire it up. In other words, there are probably more “off switches” than there are “on switches” and inspiring leaders understand that creating a highly motivated workforce is not just about finding the carrots, it’s about preventing the off switches:

Internal politics. An absence of open communication. Promoting someone that “everyone” knows is incompetent. Authoritarian leadership. Idea squashing.

Rewards not visibly tied to performance. Rumours. Abuse of powers.

The list of potential de-motivators goes on and on, and serves as a reminder that ensuring the basics are in place is the first step in creating a truly positive, motivated and inspiring workplace.

After all, what can be more motivating that working for a truly inspiring workplace?

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Creative Ideas for Rewarding Your Employees

By Melanie Sklarz

As the economic downturn looms over the upcoming holiday season, companies are coming up with ever-more creative ways to thank their employees. Even if your budget can no longer afford to give hefty bonus checks or throw lavish parties, it’s still better to show at least some appreciation for a year of your employees’ hard work than to ignore it completely.

A recent Careerbuilder.com survey that asked 3,000 hiring managers and HR professionals shows just where companies are cutting back on end of the year employee recognition:

• One-third (34 percent) of employers planning to give holiday bonuses will pay out the same amounts or less this year than in past years

• Of those employers decreasing bonuses, more than half (54 percent) plan to decrease by at least 10 percent

• A whopping seventy-four percent of employers decreasing bonuses will lower amounts up to 25 percent

• One-third (29 percent) of employers planning to give gifts to employees say they will spend the same or less this year than in the past

• Seventeen percent of employers plan to cut back on the celebrations this holiday season

Similarly, The Wall Street Journal’s blog posted an alternative list of holiday bonuses compiled by a CEO. These items won’t take the place

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of a monetary bonus but still allows companies to show some respect for employees. The point is that big money need not be spent to show appreciation. Here’s a sample:

Give extra paid time off.

Maybe you can’t afford to lay down $500, but you might be able to spare an employee for an extra day or two.

Feed them a feast.

One lunch or dinner isn’t too budget-breaking, and many employees still appreciate time to catch up and network with colleagues socially – even if an open bar and DJ isn’t involved. It could be a basic catered lunch or, if that’s still too pricey, even an employee potluck.

Think bare essentials.

In bad economic times when many are scraping by financially, often bare essentials like gas or food are much appreciated gifts. Think about the possibility of giving employees a gas card or even a fruit basket.

What are some inexpensive ways your company is saying “thank you” during each holiday season?

78 | Trust

What’s one of the key attributes of a thriving and engaged work culture? In a word, trust. In this chapter, Barbara Richman gives us 11 tips for building trust in the workplace. Sindy Warren shares a recent survey on engagement and trust in the workplace. Finally, Erica Fener explains why providing intangible perks like a stable and supportive work environment is essential to establishing trust with employees.

CHAPTER 7

Trust

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Being trustworthy is something you are, something you stand for and a core value you live by. It isn’t something you can train for nor is it something you can manipulate. You either have those values or you don’t.

— D. Nixon

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Trust Influences Workplace Relations and an Organization’s Bottom Line

By Barbara Richman, SPHR

Trust is often cited as a cornerstone in building successful workplace relationships with employees and customers. Unlike programs that can be planned, implemented and communicated to all employees, trust has to be established through each workplace interaction. It only can be gained if the organization’s leaders and employees are attentive to a number of key factors, including ethics, credibility and integrity.

Breaches of trust have adverse consequences. Depending on their magnitude and scope, they can damage relationships, undermine overall organizations, or have a negative impact on society at large. In recent years, widespread unethical conduct in Corporate America has contributed to and exacerbated economic challenges on a global scale.

These economic conditions have placed increased stress on relationships between employers and employees in many organizations. According to Deloitte LLP’s fourth annual Ethics & Workplace Survey conducted in 2010, one-third of employed Americans plan to look for a new job when the economy gets better. Within this group of respondents, the primary reasons cited for looking for other employment were a loss of trust in their employers (48 percent) and a lack of transparent communication from the organization’s leadership (46 percent). Additionally, a large majority (65 percent) of the Fortune 1000 executives surveyed believe that trust will be a factor in a potential increase in voluntary turnover during the months ahead.

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The study’s findings reinforce the need for organizations to cultivate trust with employees. It also points out the impact that a loss of trust can have on the bottom line. In the event that these projections become a reality, employers can anticipate increased costs associated with hiring and training new employees. Other ramifications, including decreased productivity, can result if employees with institutional knowledge seek employment opportunities elsewhere.

Employers can mitigate or reverse these projected trends by acting as role models and cultivating a culture of trust within their organizations. As individuals, each employee can have a positive influence on the workplace environment by taking steps, such as the following, to develop and maintain trust in day-to-day relationships:

Be mindful that trust is fragile when making decisions that have the potential to jeopardize the confidence that others have in their relationships with you. Pause and reflect on alternative courses of action that will not undermine the trust that has been established.

Guard against the dangers of using rationalizations or other excuses to justify decisions or actions that violate ethical principles or organizational expectations. This faulty reasoning can be used to provide justification for taking inappropriate, and in some cases, illegal actions. It also can be used to avoid taking responsibility for negative outcomes that could have been prevented.

“Walk the talk” on an ongoing basis. Pay attention to your words and actions to ensure that they are consistent with one another.

Apply a “glass house standard” in gauging your integrity. Consider how your conduct would be perceived if videos of your workplace interactions

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were e-mailed to each of your business associates or placed on YouTube for all to view.

Communicate a consistent message rather than changing your viewpoints according to what you believe each audience would like for you to say. Others will lose confidence in your ability to provide guidance if your perspectives flip flop based on listeners’ expectations.

Recognize that workplace relationships can be harmed by engaging in gossip or making negative comments about others who are not present. Before engaging in these types of discussions, consider the quote by Ruth Anne Crouse, “What Peter tells me about Paul tells me more about Peter than it tells me about Paul.”

Be truthful in your communications. You will undermine or destroy trust if you knowingly make false statements or provide incorrect information.

Only make commitments that you intend to fulfill. In the event that unforeseen obstacles prevent you from accomplishing what was agreed upon, inform appropriate parties promptly.

Maintain confidentiality based on job requirements and assurances that you have provided. Do not be swayed if others ask you to divulge information, regardless of whether they promise to keep it in the strictest confidence.

Understand that criticizing others in public can cause resentment and embarrass all who are present. However, offering constructive criticism in private can increase your potential of preserving relationships and accomplishing other intended objectives.

Work to create an overall environment that is conducive to enhancing

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trust in your workplace relationships. Focus on factors such as developing respect, listening for understanding, acting on facts rather than assumptions, and resolving conflicts with civility.

*Editor’s note: This article originally appeared in the Memphis Business Journal.

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More Than Money: 5 Job Perks That Matter

By Erica L. Fener, Ph.D

What do employees want from their workplace? Surprisingly, although salary and benefits are crucial, employees rank a stable and supportive workplace environment as critical to job satisfaction and stability. In fact, respect may be the most appreciated workplace perk, making employees feel valued and motivating them to achieve stellar job performance.

One reason why workplace respect may be so valued nowadays is because of conflict-charged atmospheres in many companies. Rising unemployment rates, fierce competition for jobs, and a decline in general moral values have impacted the workforce, leaving employees feeling isolated and vulnerable. Workers who fail to establish a strong connection to their colleagues and supervisors are more likely to evidence poor work performance.

Want to create a motivating and fair job atmosphere? Consider offering these job perks that matter most to employees:

1. Provide a specific job description with clearly explained duties.

Vague job descriptions or unclear expectations lead to frustration in employees who aren’t sure how to do their job well and in supervisors who become dissatisfied with what they perceive as poor job performance. A written job description that is updated annually keeps everyone aware

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of what is expected in a specific position. Duties that change should be immediately reflected in a revised job description.

2. Ensure courteous and respectful treatment.

Coworkers and supervisors who are too busy or inconsiderate to exchange friendly greetings or offer assistance discourage new or struggling employees. Smiles, praise, and words of encouragement are job perks that matter more than bonuses or vacation days. All personnel should be reminded to be friendly and kind, and discouraged from gossiping, backbiting, or unduly criticizing coworkers. Sexual harassment training and diversity awareness programs promote a courteous and respectful work environment.

3. Perform fair and objective performance evaluations.

All employees want to be evaluated clearly and fairly, using standard criteria. An annual or semi-annual review provided in writing by the immediate supervisor and with the opportunity for discussion and employee feedback fosters a collegial work environment that helps employees improve skills and develop new qualities. Positive observations from and interactions with coworkers, clients, and customers who have had dealings with the employee should be added to the personnel file and considered during the performance review.

4. Give public recognition when appropriate.

One of the most effective job perks is personal and professional recognition of an employee’s special talents or efforts. Exhibiting low absenteeism or tardiness, working overtime hours with a smile, learning a new skill, filling in for an absent employee, covering a vacant position, or

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going above and beyond expected job duties are behaviors that deserve verbal and/or written praise. This can be done in a company newsletter column dedicated to recognizing employees’ special efforts, sending a congratulatory letter, recommending a promotion, or simply saying – preferably in a public meeting but in an informal way – “Job well done – thanks!”

5. Offer opportunities to advance.

When an employee reaches and exceeds his or her potential in a current job, a smart supervisor sees an opportunity to channel the employee’s potential into more challenging duties. This can take the form of a promotion, enhanced job responsibilities, or a revamped job title – with improved pay and perks. Everyone likes to be appreciated, and among the job perks that matter most is the chance to build on current success to strive for loftier goals. It’s a win-win situation: The employee feels proud of the advancement and works harder and the company benefits from another strong performer.

Of course, tangible perks are important too, including additional personal days, flex or comp time, bonuses, raises, and adjusted job duties. But more than financial compensation, perks like the ones mentioned above remind employees of their value to the company. They are proof of past performance and a promise of potentially greater success to come. A positive workplace, affirming colleagues, supportive job strategies, and recognition opportunities ensure employee satisfaction and strengthen company loyalty.

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Business leaders need to develop listening skills to engage employees

By Barbara Richman, SPHR

The ability of leaders to communicate effectively with employees plays a key role in an organization’s overall success. In assessing the effectiveness of communications, the primary focus normally is on verbal and written communications and, to some extent, body language. Listening, although essential, is often overlooked or given less consideration. This is a mistake.

The need for leaders to listen to employees was highlighted in a 2011 press release titled, “Americans Still Lack Trust in Company Management Post-Recession,” which summarized the results of a poll conducted by Maritz Research. Among its findings, the poll indicated that despite a slight improvement in business conditions, the American work force remained less engaged with their employers and had less trust in management than they did the prior year. It specifically found that only 12 percent of employees believe their employer genuinely listens to and cares about them.

Rick Garlick, Ph.D., senior director of strategic consulting and implementation with the Maritz Hospitality Research Group, stated,

“Employee trust is such a critical factor for success, especially given what the American work force has faced the past several years. This data paints such a dire picture of employee trust levels, management must ask themselves how they can better engage with their people.”

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As employers examine ways to engage employees and build trust, attention should be given to ensuring that those in leadership positions recognize the value of listening to employees and focus on applying a disciplined approach in day-to-day interactions.

A disciplined approach demands more of the listener than simply hearing what is being said. It requires listening intentionally or actively for the purpose of understanding the content of what the other person is saying and, at times, the underlying emotions. It creates a need for acquiring related skills, such as asking appropriate questions, expressing empathy, clarifying what was said, and summarizing discussions to ensure mutual understanding.

It requires an awareness of potential roadblocks to effective listening. For example, the ability to listen can be diminished significantly if the listener is preoccupied or distracted. Listening also can be impacted if the listener reacts emotionally to what is being said. Other barriers include completing another person’s sentences and making other types of comments that interrupt the person who is talking.

Lee Iacocca, former CEO of Chrysler Corp., underscored the value of listening and the need for a structured approach in his statement, “I only wish I could find an institute that teaches people how to listen. Business people need to listen at least as much as they need to talk. Too many people fail to realize that real communication goes in both directions.”

A number of benefits can be derived when those in leadership positions focus on listening as part of the communication process.

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Applying effective listening skills:

• Demonstrates respect. Providing opportunities for employees to be heard and understood contributes to an environment of respect. Listening for understanding is a way to show that management cares not only about what is being said, but also about the individual.

• Fosters workplace relationships. Taking time to listen attentively and engage in two-way communications are means of developing, maintaining and improving interpersonal relationships. Supportive relationships build trust and a foundation for employee engagement.

• Establishes and reinforces a culture of listening. Leaders who listen effectively serve as positive role models for these behaviors. Since they “walk the talk,” they will have credibility in communicating expectations for employees to demonstrate effective listening skills in their interactions with co-workers and customers.

• Creates opportunities for learning. The ability to learn from others is enhanced if attention is given to the need to listen as well as to talk. As Larry King, a television host, commented, “I remind myself every morning: Nothing I say this day will teach me anything. So, if I’m going to learn, I must do it by listening.”

• Facilitates the conflict resolution process. Listening is essential in clarifying areas of agreement and disagreement when conflicts arise. This understanding can assist those involved in identifying alternative courses of action, resolving outstanding issues, and deciding upon actions to be taken.

• Provides an understanding of differing perspectives. Listening to diverse viewpoints communicates that opinions are valued and, therefore, aids in creating an environment of inclusion. The ability to listen does not require agreement with what is being said.

• Decreases the potential of making hasty judgments based on

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assumptions. Since assumptions are often associated with negative beliefs about another person’s intent, they can lead to faulty decisions and damaged relationships. Listening provides an opportunity to ask questions, clarify understanding, and act on a more factual assessment of the situation.

• Produces ideas for innovation and improvement. Employees will be more creative and willing to share ideas if they believe that their opinions are valued. Eliciting input, listening and providing feedback reinforces the prospect of future contributions.

*Editor’s note: This article originally appeared in the Memphis Business Journal.

91 | Author Bios

Paul Meshanko

Paul Meshanko is an author, speaker and business leader with over 20 years of experience in corporate training and culture change. As a presenter, he has captivated over a quarter million leaders and business professionals on five continents. His company, Legacy Business Cultures, is a global provider of organizational survey and training services. Paul holds a BSBA from The Ohio State University and an MBA from Baldwin Wallace College.

Author website: LegacyCultures.com.

Fernando Serpa

Fernando Serpa is founder and president of Serpa & Associates, Diversity Solutions for a Changing World and a Senior Consultant with Legacy Business Cultures. With two decades of diversity and inclusion experience, Fernando draws on his in-depth experience across the public and private sector and excels at building dynamic, cross cultural diversity and inclusion strategies to influence systemic change across organizations.

Author website: LegacyCultures.com.

Sindy Warren

Sindy Warren is the principal of Warren & Associates LLC and an Associate Partner of Legacy Business Cultures. She is an HR and employment law consultant and uses her legal expertise to help clients create and maintain

AUTHOR BIOS

92 | Author Bios

positive and legally compliant employment practices. Sindy creates and delivers training programs on harassment and discrimination and conducts independent workplace investigations. Sindy received her J.D. with honors from Stanford University. She received her B.S. in Psychology from Tufts University (Phi Beta Kappa, magna cum laude).

Author website: LegacyCultures.com and SindyWarren.com.

Barbara Richman, SPHR

Barbara Richman, SPHR, is a Senior Consultant with HR Mpact, a human resource consulting firm located in Memphis, Tennessee. As a consultant, Barbara has worked on varied projects and provided training for a broad range of organizations in both the public and private sectors. She can be reached at (901) 685-9084, (901) 496-0462 or barbara@hr-mpact.com.

Author website: hr-mpact.com.

Jay Remer

Jay Remer is certified by the Protocol School of Washington as a consultant for corporate etiquette and international protocol. He lives in St. Andrews, NB, Canada.

Author website: www.EtiquetteGuy.com.

Michele Lawson

Michele Lawson, RHIT, Co-Owner of Red Feather Networking, LLC is a trainer, motivator, writer and public speaker who is passionate about helping others unleash their networking mojo. Previously a trainer at the University of Florida, Michele taught communication skills, diversity,

93 | Author Bios

professionalism, and effective job searching which included resume building and interviewing skills. Through RFN, Michele now helps others with professional development, provides conference attendee engagement services and teaches individually tailored networking skills. You can follow her on Twitter @chelelawson.

Author website: RedFeatherNetworking.com

Ruth Ramos Clifford

Ruth Ramos Clifford is a partner and a consultant of Compass Consulting Services, LLC, an organizational development firm based out of Cleveland, Ohio that helps companies meet their optimal performance by maximizing employee relationships and fostering inclusive work environments. Ruth’s areas of expertise are diversity awareness and management, communication, conflict management, team building and leadership.

Author website: CompassConsultingServices.com.

Melanie Sklarz

Melanie Sklarz was the the web content and social media coordinator as well as the lead blog writer for the RespectfulWorkplace.com website. She has a MA in Women’s Studies from the Ohio State University.

Author website: MelanieSklarz.com.

Laura Lewis-Barr

Laura Lewis-Barr is a Development Dimensions International Certified trainer and a Six Seconds Emotional Intelligence Certified trainer. Laura has been teaching communication skills for over 15 years. Her specialties

94 | Author Bios

include: dynamic presentation skills, emotional intelligence, time management, conflict resolution, and customer service.

Author website: Training4Breakthroughs.com.

Michael Kerr

Michael Kerr is the President of Humor at Work. He is a Hall of Fame international business speaker and the author of six books including Putting Humor to Work and Inspiring Workplaces – Creating the Kind of Workplace Where Everyone Wants to Work.

Author website: www.HumorAtWork.com

Erica L. Fener, Ph.D

Erica L. Fener, Ph.D is Vice President, Business Development Strategy and Analysis at Progressus Therapy, a leader in connecting their candidates with school-based therapist jobs and early intervention service jobs.

Author website: www.ProgressusTherapy.com.

95 | APPX

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