By Linda Fisher Thornton This is the second post in a series called "Respect, Interpreted." Respect, Interpreted Part 1 described respect as a "structural beam" in organizations that holds the culture together. This week we'll look at how to take two very different kinds of leadership actions that are both required for building and maintaining a culture of respect. Requiring respectful behavior (putting in expectations and support) AND Eliminating negative behavior (stopping disrespectful behavior quickly)
By Linda Fisher Thornton I believe that respect is a key structural beam supporting the organizational "house." Without it, trust falls, productivity falls, engagement drops and turnover increases. It becomes harder to attract top talent for open positions in organizations where respect is not a minimum standard. Without respect, an organization's culture becomes structurally unsound and devolves into "a house of cards" at risk of many negative impacts beyond those mentioned here. With respect as a minimum standard for which people are held accountable, an organization creates a "positive shield' that deflects a wide range of negative interpersonal behaviors.