7 Ways to Make Employees Feel Respected, According to Research

有一種行為是所有優(yōu)秀領(lǐng)導(dǎo)力的基礎(chǔ)：尊重每一個(gè)人。這是任何關(guān)系的基礎(chǔ)，然而許多管理者都很難表達(dá)出來(lái)。

There is one behavior that underlies all good leadership: treating everyone with respect. It’s the fundamental foundation of any relationship, and yet many managers struggle to express it.

我們?cè)?022年面向4849名員工收集的數(shù)據(jù)表明，只有4%的人感到不被尊重，而86%的人能感受到尊重。乍一看，這十分令人鼓舞。這些數(shù)字看起來(lái)不錯(cuò)。但是，在我們看來(lái)，4%還是太高了。大約每25個(gè)同事中就有一個(gè)人覺得自己不受尊重，覺得自己沒有歸屬感，甚至覺得自己低人一等。很難想象有這種感覺的人能夠把工作做到最好或發(fā)揮他們的潛力。

Data we collected in 2022 from 4,849 employees indicated that only 4% felt disrespected, whereas 86% felt respected. At first blush, this sounds encouraging. Those may seem like good numbers. But, in our view, 4% is far too high. That’s roughly one out of 25 colleagues who feel they are not respected, that they don’t belong, or perhaps even feel inferior. It’s hard to imagine that?people who feel this way are able to do their best work or reach their potential.

管理者和領(lǐng)導(dǎo)者如何更一以貫之地表現(xiàn)出尊重呢？我們的研究提供了一些關(guān)于日常行為的提示，這些行為可以增加尊重的感覺。

How can managers and leaders demonstrate respect more consistently? Our research gives some hints on the everyday actions that increase feelings of respect.

重視多樣性

Valuing Diversity

許多領(lǐng)導(dǎo)者積極努力地雇傭來(lái)自不同背景的團(tuán)隊(duì)成員，檢查自己無(wú)意識(shí)的偏見，并確保自己愿意聽取不同的觀點(diǎn)和意見。另一些領(lǐng)導(dǎo)者則認(rèn)為自己對(duì)每個(gè)人都是一視同仁的，完全沒有意識(shí)到他們存在明顯的盲點(diǎn)。我們之前的研究表明，許多領(lǐng)導(dǎo)者傾向于低估或高估他們?cè)谶@方面的能力。

Many leaders actively work hard to hire team members from diverse backgrounds, check their unconscious biases, and ensure they’re open to hearing diverse perspectives and opinions. Others go through the motions assuming they treat everyone equally, completely unaware of their glaring blind spots. Our?prior research?showed many leaders tend to under- or overrate their skill in this area.

為建立尊重的基礎(chǔ)，領(lǐng)導(dǎo)者必須意識(shí)到，他們可能沒有盡一切努力表明他們重視多樣性，并明確表示他們重視差異性。

To establish a groundwork of respect, leaders must be aware that they may not be doing everything they can to show that they value diversity, and make clear that differences are valued.

保持聯(lián)系

Staying in Touch with Issues and Concerns of Individuals

雖然你可能不會(huì)在工作中交到最好的朋友，但你需要保持一定程度的熟悉度來(lái)建立尊重。當(dāng)你是最后一個(gè)發(fā)現(xiàn)員工或同事正在痛苦掙扎時(shí)，你可能會(huì)試圖將其合理化為領(lǐng)導(dǎo)者的通病之一。畢竟，你怎么可能知道每個(gè)人身上發(fā)生的每一件事，尤其是當(dāng)權(quán)力不平衡產(chǎn)生社交距離的時(shí)候？

While you may not be at work to find your best friend, you need to maintain a level of familiarity to establish respect. When you are the last to find out about an employee or colleague who is struggling, you might be tempted to rationalize that as one of the downsides of being a leader. After all, how can you know everything that’s going on with everyone, especially when the power imbalance creates social distance?

實(shí)際上，你做不到。但是你應(yīng)該努力傳達(dá)這樣的信息：如果員工想要分享一些敏感問(wèn)題或深切的擔(dān)憂，你會(huì)隨時(shí)為他們服務(wù)。設(shè)定一個(gè)目標(biāo)，盡可能多地與人保持聯(lián)系，看看他們做得怎么樣，并重申你的承諾，在他們需要的時(shí)候支持他們。問(wèn)這樣的問(wèn)題：“我們是否能讓你平衡工作和個(gè)人生活？”或者“你的家人現(xiàn)在過(guò)得怎么樣？”這些話題可以引發(fā)更私人的對(duì)話。用這種方式與人保持聯(lián)系，傳達(dá)出你對(duì)員工的尊重。

Realistically, you can’t. But you should be making an effort to convey that you are there for employees who may want to share sensitive issues or deep concerns. Set a goal to stay in contact with people as much as you can, to check in on how they’re doing, and to reiterate your commitment to supporting them when needed. Asking questions such as, ”Are we making it possible for you to balance your work and your personal life?” or “How is your family doing at this moment?” can invite a more personal conversation.

信任感

Being Trusted

在對(duì)信任的研究中，我們發(fā)現(xiàn)，如果你的團(tuán)隊(duì)中有一個(gè)人不信任你，這將顯著降低團(tuán)隊(duì)其他成員的信任水平。這是一種會(huì)傳染的情緒。

In our?research on trust, we discovered that if one person on your team distrusts you, it will significantly lower the level of trust from the rest of the team. This is an emotion that’s contagious.

我們知道，信任可以通過(guò)三個(gè)因素來(lái)增強(qiáng)：積極的關(guān)系、分享專業(yè)知識(shí)和一致性。當(dāng)你尊重他人時(shí)，無(wú)論他們的祖籍、語(yǔ)言、文化、宗教如何，你都在強(qiáng)化你們之間的關(guān)系，這會(huì)大大增強(qiáng)他人對(duì)你的信任。

We know that trust is enhanced by three factors: positive relationships, sharing expertise/knowledge, and consistency. When you treat people with respect, regardless of their ancestry, language, culture, religion, or sexual orientation, you are enhancing your relationship, which greatly increases the trust others have in you.

解決沖突

Resolving Conflicts

即使是幾個(gè)團(tuán)隊(duì)成員之間的小沖突也會(huì)對(duì)整個(gè)團(tuán)隊(duì)的能量產(chǎn)生負(fù)面影響，并成為挫折感的來(lái)源，滋生不尊重的感覺。很多時(shí)候，當(dāng)領(lǐng)導(dǎo)者注意到團(tuán)隊(duì)成員之間的沖突時(shí)，他們發(fā)誓不會(huì)干預(yù)——“我會(huì)讓他們自己解決沖突；我不需要參與其中”——但他們并沒有始終如一地采用這種方法。

Even a small conflict between a few team members can negatively impact the energy of a whole group and become a source of frustration that encourages feelings of disrespect. Too often, when leaders notice conflicts between team members, they vow not to intervene — “I’ll let them work out the conflict themselves; no need for me to get involved” — but then they don’t apply that approach consistently.

選擇性地維持和平意味著對(duì)一些人的尊重和對(duì)另一些人的不尊重。團(tuán)隊(duì)中的沖突就像森林中的火苗，如果及早發(fā)現(xiàn)，可以很容易地?fù)錅?，但如果忽視，可能?huì)造成重大損失。當(dāng)沖突發(fā)生時(shí)，領(lǐng)導(dǎo)者需要迅速解決。一位值得尊敬的領(lǐng)導(dǎo)者不會(huì)退讓，而是愿意參與解決沖突。

Selective peacemaking conveys respect for some and a lack of respect for others. Conflicts in a team are like a small fire in the forest that, if caught early, can be easily put out but, when ignored, can create significant damage. Leaders need to resolve conflicts quickly when they occur. A respectful leader does not step back but?willingly engages in mending conflicts.

平衡“取得成果”與“關(guān)心員工”之間的關(guān)系

Balancing “Getting Results” with a Concern for Others

當(dāng)結(jié)果變得比提供結(jié)果的人更重要時(shí)，人們會(huì)感到不被尊重。優(yōu)秀的領(lǐng)導(dǎo)者會(huì)在取得成果和成果產(chǎn)出者所面臨的現(xiàn)實(shí)情況之間取得平衡。組織和領(lǐng)導(dǎo)者必須傾聽這些訴求，建立一種支持工作與生活平衡的文化。微軟首席人事官凱瑟琳?霍根寫道：“你不能根據(jù)需要凍結(jié)或解凍企業(yè)文化——它每天都在形成，不是通過(guò)某種方式，而是通過(guò)人事流程、承諾、經(jīng)理責(zé)任、招聘和獎(jiǎng)勵(lì)來(lái)實(shí)現(xiàn)的?！?/p>

When results become more important than the people who deliver them, people feel disrespected. In most situations, this only requires making small exceptions for people (when kids get sick, accidents happen, or someone needs a mental health break), but the impact on satisfaction and engagement will be significant.

鼓勵(lì)公開討論問(wèn)題和意見分歧

Encouraging Open Discussion of Problems and Differences of Opinions

征求他人意見這個(gè)簡(jiǎn)單的行為是表達(dá)尊重的有力方式。但你不能只是提出問(wèn)題——你還必須傾聽和參與。當(dāng)一個(gè)領(lǐng)導(dǎo)者愿意傾聽不同觀點(diǎn)，并深入研究與他人有關(guān)的問(wèn)題時(shí)，他們就會(huì)表現(xiàn)出對(duì)團(tuán)隊(duì)成員的重視。你不必認(rèn)為這個(gè)問(wèn)題很重要（你甚至可能認(rèn)為它微不足道），或者他們的觀點(diǎn)是有效的。但拋開這些反應(yīng)，真誠(chéng)地傾聽并提出問(wèn)題，也能傳達(dá)出尊重。

The simple act of asking another person for their opinion is a powerful way to communicate respect. But you can’t just ask — you also have to listen and engage. When a leader is willing to hear different perspectives and dig into problems that concern others, they show they value those team members. You don’t have to think the issue is important (you might even think it’s trivial) or their viewpoint is valid to do this. But moving past those reactions to genuinely listen and ask questions conveys respect.

你可以通過(guò)積極傾聽與你相反的意見來(lái)進(jìn)一步提高尊重感。這意味著，“我對(duì)不同的思維方式持開放態(tài)度，我想了解更多”，以及“即使我們可能有不同的觀點(diǎn)，我也很尊重你。”

You can further enhance respect by actively listening to opinions that are contrary to yours. This conveys, “I’m open to a different way of thinking and I want to understand more” and “I hold you in high regard even though we may have differing views.”

以有益的方式給予誠(chéng)實(shí)反饋

Giving Honest Feedback in a Helpful Way

直接而誠(chéng)實(shí)的反饋可以讓人們感到被尊重，只要它以正確的方式傳遞。它應(yīng)該公平地反映這個(gè)人的表現(xiàn)。如果一個(gè)員工90%的工作是正確的，10%的工作是錯(cuò)誤的，那么誠(chéng)實(shí)的反饋將是90%的積極反饋，只有10%的糾正反饋。在很多情況下，領(lǐng)導(dǎo)者給出0%的積極反饋和10%的糾正反饋，這意味著領(lǐng)導(dǎo)者關(guān)心或注意的都是各種各樣的錯(cuò)誤。這種指出負(fù)面行為的方式并沒有積極反饋來(lái)平衡，容易讓人覺得不被尊重。

Direct and honest feedback can make people feel respected, as long as it’s delivered in the right way. It ought to fairly reflect the person’s performance. If an employee does 90% of their work correctly and 10% incorrectly, honest feedback would be 90% positive and only 10% corrective. In many cases, leaders give 0% positive and 10% corrective feedback, which implies that all the leader cares about or notices are errors or mistakes. This pointing out of negative behavior — without balancing it with positive feedback as well — makes people feel disrespected.

當(dāng)然，尊重對(duì)不同的人意味著不同的東西，你領(lǐng)導(dǎo)的員工可能比其他人更關(guān)心這些行為。關(guān)鍵是要考慮所有七個(gè)方面，然后選擇一到兩個(gè)你認(rèn)為對(duì)員工至關(guān)重要的，并找到切實(shí)可行的方法來(lái)更多地做出這種行為。

Of course, respect can mean different things to different people, and the people you lead may care more about some of these behaviors than others. The key is to consider all seven, then select one or two that you believe will matter to your employees, and find authentic ways to do more of that behavior.

優(yōu)秀的領(lǐng)導(dǎo)者是受人尊敬的，但更重要的是，他們會(huì)采取深思熟慮的方式來(lái)表達(dá)對(duì)員工的尊重。

Great leaders are well respected, but more importantly, they take deliberate, thoughtful steps to show respect for their employees.

關(guān)鍵詞：領(lǐng)導(dǎo)力

杰克·曾格和約瑟夫·福克曼分別是領(lǐng)導(dǎo)力發(fā)展咨詢公司曾格?？寺╖enger/Folkman）的CEO和總裁。

何婧 | 譯? ? 周強(qiáng) | 編校