Employees Respect At Work Quotes

Employees need to feel trusted and respected at work. Everyone at the company should feel that trust and that respect.

If you define yourself by the title of coach or boss, you’ll never earn real trust from your players or employees.

In early 2002, as part of a new personal ritual, he took time after the holidays to think and read. (In this respect, Microsoft’s Bill Gates, who also took such annual think weeks, served as a positive example.) Returning to the company after a few weeks, Bezos presented his next big idea to the S Team in the basement of his Medina, Washington, home. The entire company, he said, would restructure itself around what he called “two-pizza teams.” Employees would be organized into autonomous groups of fewer than ten people—small enough that, when working late, the team members could be fed with two pizza pies. These teams would be independently set loose on Amazon’s biggest problems.

You plan on treating me like the kid you think you hired? Fine. But I expect you to be polite, courteous, and fair. I don’t expect to be punished because I have breasts instead of a dick. I’ll do my work, and I will show you the respect you deserve as my boss as long as you show me the respect I deserve as an employee and a human being.

The most common reason that employees fail to meet performance expectations is that those expectations were never made clear in the first place.

In the past a leader was a boss. Today’s leaders must be partners with their people.” —Ken Blanchard

But business doesn’t work like that. And I don’t need my employees to like me. I need them to respect me and do their jobs well.

If you believe that the primary reason that people fail to meet goals has to do more with them than you, then you should not be in the business of supervising, developing, or leading people.

Employees come to us in a state of readiness to engage, and it is the behavior and decisions of managers and organizational leaders that can result in even the best employees becoming disengaged over time.

Imagine if ALL employers treated ALL of their employees with the same respect no matter what their job title was. Imagine going to work every day knowing that you and your work were valued. Unfortunately, we live in a society where some people allow their job titles to go to their head. I encourage you NOT to be one of those people. No matter what your position is, at the end of the day, EVERYBODY matters in the workplace, and every position serves a purpose. I firmly believe that how you treat others is a direct reflection of who you REALLY are. Personally, I choose integrity!

helper is not an employee — someone who works for you, someone you boss around. A helper is an equal. Genesis uses the adjective suitable, meaning “on the same level.” It’s someone you love and respect. And it’s one who comes alongside as a partner in a project, as an ally in a war. We all need that kind of helper.

Boundaries help you perform your best when you’re on the clock, and they help you recharge effectively when you’re not. They improve your mental and physical health; create a culture of respect and trust; keep morale, motivation, and loyalty high; and prevent good employees (like you) from burning out—because burnout is very, very real even if you’re doing a job you love. When employees are feeling energized, respected, and valued, it has a positive impact on their productivity, creativity, and the results they achieve for the business. Remember that the next time you’re tempted to feel guilty for setting a boundary at work—you’re a true team player because you’re helping to create a workplace culture in which everyone thrives.

Sonnet of Human Resources There is no blue collar, no white collar, just honor. And honor is defined by character not collar. There is no CEO, no janitor, just people. Person's worth lies, not in background, but behavior. Designation is reference to expertise, not existence. Respect is earned through rightful action, not label. Designation without humanity is resignation of humanity, For all labels without love cause nothing but trouble. The term human resources is a violation of human rights. For it designates people as possession of a company. Computers are resources, staplers are resources, but people, Aren't resources, but the soul of all company and society. I'm not saying, you oughta rephrase it all in a civilized way. But at the very least, it's high time with hierarchy we do away.

It is more important to look holistically at the root of why anyone would want to avoid work so badly that they’d game the system and leave the workforce altogether. When work is fulfilling, dignifying, respects our skills and nourishes our talents and souls, it becomes a pleasure not a burden; something we would look for not run away from. [From “On the Great Resignation” published on CounterPunch on February 24, 2023]

But in the case of this commander, says Grant, people respected not just his formal authority, but also the way he led: by supporting his employees’ efforts to take the initiative. He gave subordinates input into key decisions, implementing the ideas that made sense, while making it clear that he had the final authority. He wasn’t concerned with getting credit or even with being in charge; he simply assigned work to those who could perform it best.

The key is to take five minutes at the end of staff meetings and ask the question, “What do we need to communicate to our people?” After a few minutes of discussion, it will become apparent which issues need clarification and which are appropriate to communicate. Not only does this brief discussion avoid confusion among the executives themselves, it gives employees a sense that the people who head their respective departments are working together and coming to agreement on important issues.

If you want success and longevity for your business, earning a reputation for integrity is crucial. People want to work with people and companies they can trust. Trying to hide a mistake and hope nobody notices or passing the buck does not inspire confidence or respect—from anyone, employees, vendors, or customers alike. Owning up shows integrity and whatever embarrassment you may feel is worth it because in the end people will likely trust you more going forward. It’s not the mistake that is a deal-breaker, it’s being dishonest about it.

He did not smile at his employees, he did not take them out for drinks, he never inquired about their families, their love lives or their church attendance. He responded only to the essence of a man: to his creative capacity. In this office one had to be competent. There were no alternatives, no mitigating considerations. But if a man worked well, he needed nothing else to win his employer’s benevolence: it was granted, not as a gift, but as a debt. It was granted, not as affection, but as recognition. It bred an immense feeling of self-respect within every man in that office.

I should know; perfectionism has always been a weakness of mine. Brene' Bown captures the motive in the mindset of the perfectionist in her book Daring Greatly: "If I look perfect and do everything perfectly, I can avoid or minimize the painful feelings of shame, judgment, and blame." This is the game, and I'm the player. Perfectionism for me comes from the feelings that I don't know enough. I'm not smart enough. Not hardworking enough. Perfectionism spikes for me if I'm going into a meeting with people who disagree with me, or if I'm giving a talk to experts to know more about the topic I do … when I start to feel inadequate and my perfectionism hits, one of the things I do is start gathering facts. I'm not talking about basic prep; I'm talking about obsessive fact-gathering driven by the vision that there shouldn't be anything I don't know. If I tell myself I shouldn't overprepare, then another voice tells me I'm being lazy. Boom. Ultimately, for me, perfectionism means hiding who I am. It's dressing myself up so the people I want to impress don't come away thinking I'm not as smart or interesting as I thought. It comes from a desperate need to not disappoint others. So I over-prepare. And one of the curious things I've discovered is that what I'm over-prepared, I don't listen as well; I go ahead and say whatever I prepared, whether it responds to the moment or not. I miss the opportunity to improvise or respond well to a surprise. I'm not really there. I'm not my authentic self… If you know how much I am not perfect. I am messy and sloppy in so many places in my life. But I try to clean myself up and bring my best self to work so I can help others bring their best selves to work. I guess what I need to role model a little more is the ability to be open about the mess. Maybe I should just show that to other people. That's what I said in the moment. When I reflected later I realized that my best self is not my polished self. Maybe my best self is when I'm open enough to say more about my doubts or anxieties, admit my mistakes, confess when I'm feeling down. The people can feel more comfortable with their own mess and that's needs your culture to live in that. That was certainly the employees' point. I want to create a workplace where everyone can bring the most human, most authentic selves where we all expect and respect each other's quirks and flaws and all the energy wasted in the pursuit of perfection is saved and channeled into the creativity we need for the work that is a cultural release impossible burdens and lift everyone up.

Security is a big and serious deal, but it’s also largely a solved problem. That’s why the average person is quite willing to do their banking online and why nobody is afraid of entering their credit card number on Amazon. At 37signals, we’ve devised a simple security checklist all employees must follow: 1. All computers must use hard drive encryption, like the built-in FileVault feature in Apple’s OS X operating system. This ensures that a lost laptop is merely an inconvenience and an insurance claim, not a company-wide emergency and a scramble to change passwords and worry about what documents might be leaked. 2. Disable automatic login, require a password when waking from sleep, and set the computer to automatically lock after ten inactive minutes. 3. Turn on encryption for all sites you visit, especially critical services like Gmail. These days all sites use something called HTTPS or SSL. Look for the little lock icon in front of the Internet address. (We forced all 37signals products onto SSL a few years back to help with this.) 4. Make sure all smartphones and tablets use lock codes and can be wiped remotely. On the iPhone, you can do this through the “Find iPhone” application. This rule is easily forgotten as we tend to think of these tools as something for the home, but inevitably you’ll check your work email or log into Basecamp using your tablet. A smartphone or tablet needs to be treated with as much respect as your laptop. 5. Use a unique, generated, long-form password for each site you visit, kept by password-managing software, such as 1Password.§ We’re sorry to say, “secretmonkey” is not going to fool anyone. And even if you manage to remember UM6vDjwidQE9C28Z, it’s no good if it’s used on every site and one of them is hacked. (It happens all the time!) 6. Turn on two-factor authentication when using Gmail, so you can’t log in without having access to your cell phone for a login code (this means that someone who gets hold of your login and password also needs to get hold of your phone to login). And keep in mind: if your email security fails, all other online services will fail too, since an intruder can use the “password reset” from any other site to have a new password sent to the email account they now have access to. Creating security protocols and algorithms is the computer equivalent of rocket science, but taking advantage of them isn’t. Take the time to learn the basics and they’ll cease being scary voodoo that you can’t trust. These days, security for your devices is just simple good sense, like putting on your seat belt.

I laid out my five expectations that first day [as FBI Director] and many times thereafter: I expected [FBI employees] would find joy in their work. They were part of an organization devoted to doing good, protecting the weak, rescuing the taken, and catching criminals. That was work with moral content. Doing it should be a source of great joy. I expected they would treat all people with respect and dignity, without regard to position or station in life. I expected they would protect the institution's reservoir of trust and credibility that makes possible all their work. I expected they would work hard, because they owe that to the taxpayer. I expected they would fight for balance in their lives. I emphasized that last one because I worried many people in the FBI worked too hard, driven by the mission, and absorbed too much stress from what they saw. I talked about what I had learned from a year of watching [a previous mentor]. I expected them to fight to keep a life, to fight for the balance of other interests, other activities, other people, outside of work. I explained that judgment was essential to the sound exercise of power. Because they would have great power to do good or, if they abused that power, to do harm, I needed sound judgment, which is the ability to orbit a problem and see it well, including through the eyes of people very different from you. I told them that although I wasn't sure where it came from, I knew the ability to exercise judgment was protected by getting away from the work and refreshing yourself. That physical distance made perspective possible when they returned to work. And then I got personal. "There are people in your lives called 'loved ones' because you are supposed to love them." In our work, I warned, there is a disease called "get-back-itis." That is, you may tell yourself, "I am trying to protect a country, so I will get back to" my spouse, my kids, my parents, my siblings, my friends. "There is no getting back," I said. "In this line of work, you will learn that bad things happen to good people. You will turn to get back and they will be gone. I order you to love somebody. It's the right thing to do, and it's also good for you.

Finally, we arrive at the question of the so-called nonpolitical man. Hitler not only established his power from the very beginning with masses of people who were until then essentially nonpolitical; he also accomplished his last step to victory in March of 1933 in a "legal" manner, by mobilizing no less than five million nonvoters, that is to say, nonpolitical people. The Left parties had made every effort to win over the indifferent masses, without posing the question as to what it means "to be indifferent or nonpolitical." If an industrialist and large estate owner champions a rightist party, this is easily understood in terms of his immediate economic interests. In his case a leftist orientation would be at variance with his social situation and would, for that reason, point to irrational motives. If an industrial worker has a leftist orientation, this too is by all mean rationally consistent—it derives from his economic and social position in industry. If, however, a worker, an employee, or an official has a rightist orientation, this must be ascribed to a lack of political clarity, i.e., he is ignorant of his social position. The more a man who belongs to the broad working masses is nonpolitical, the more susceptible he is to the ideology of political reaction. To be nonpolitical is not, as one might suppose, evidence of a passive psychic condition, but of a highly active attitude, a defense against the awareness of social responsibility. The analysis of this defense against consciousness of one's social responsibility yields clear insights into a number of dark questions concerning the behavior of the broad nonpolitical strata. In the case of the average intellectual "who wants nothing to do with politics," it can easily be shown that immediate economic interests and fears related to his social position, which is dependent upon public opinion, lie at the basis of his noninvolvement. These fears cause him to make the most grotesque sacrifices with respect to his knowledge and convictions. Those people who are engaged in the production process in one way or another and are nonetheless socially irresponsible can be divided into two major groups. In the case of the one group the concept of politics is unconsciously associated with the idea of violence and physical danger, i.e., with an intense fear, which prevents them from facing life realistically. In the case of the other group, which undoubtedly constitutes the majority, social irresponsibility is based on personal conflicts and anxieties, of which the sexual anxiety is the predominant one. […] Until now the revolutionary movement has misunderstood this situation. It attempted to awaken the "nonpolitical" man by making him conscious solely of his unfulfilled economic interests. Experience teaches that the majority of these "nonpolitical" people can hardly be made to listen to anything about their socio-economic situation, whereas they are very accessible to the mystical claptrap of a National Socialist, despite the fact that the latter makes very little mention of economic interests. [This] is explained by the fact that severe sexual conflicts (in the broadest sense of the word), whether conscious or unconscious, inhibit rational thinking and the development of social responsibility. They make a person afraid and force him into a shell. If, now, such a self-encapsulated person meets a propagandist who works with faith and mysticism, meets, in other words, a fascist who works with sexual, libidinous methods, he turns his complete attention to him. This is not because the fascist program makes a greater impression on him than the liberal program, but because in his devotion to the führer and the führer's ideology, he experiences a momentary release from his unrelenting inner tension. Unconsciously, he is able to give his conflicts a different form and in this way to "solve" them.

I know a lot of people like me. People who work overtime, never turning down additional work for fear of disappointing their boss. They're available to friends and loved ones twenty-four seven, providing an unending stream of support and advice. They care about dozens and dozens of social issues yet always feel guilty about not doing "enough" to address them, because there simply aren't enough hours in the day. These types of people often try to cram every waking moment with activity. After a long day at work, they try to teach themselves Spanish on the Duolingo app on their phone, for example, or they try to learn how to code in Python on sites like Code Academy. People like this -- people like me -- are doing everything society has taught us we have to do if we want to be virtuous and deserving of respect. We're committed employees, passionate activists, considerate friends, and perpetual students. We worry about the future. We plan ahead. We try to reduce our anxiety by controlling the things we can control -- and we push ourselves to work very, very hard. Most of us spend the majority of our days feeling tired, overwhelmed, and disappointed in ourselves, certain we've come up short. No matter how much we've accomplished or how hard we've worked, we never believe we've done enough to feel satisfied or at peace. We never think we deserve a break. Through all the burnouts, stress-related illnesses, and sleep-deprived weeks we endure, we remain convinced that having limitations makes us "lazy" -- and that laziness is always a bad thing.

Technology managers, like so many other well-meaning managers, often try to fix the person while ignoring the work environment, even though changing the environment is far more vital for long-term success. Managers who want to avert employee burnout should concentrate their attention and efforts on: Fostering a respectful, supportive work environment that emphasizes learning from failures rather than blaming Communicating a strong sense of purpose Investing in employee development Asking employees what is preventing them from achieving their objectives and then fixing those things Giving employees time, space, and resources to experiment and learn Last but not least, employees must be given the authority to make decisions that affect their work and their jobs, particularly in areas where they are responsible for the outcomes.

What Ray doesn’t do as well: Ray sometimes says or does things to employees which makes them feel incompetent, unnecessary, humiliated, overwhelmed, belittled, oppressed, or otherwise bad. The odds of this happening rise when Ray is under stress. At these times, his words and actions toward others create animosity toward him and leave a lasting impression. The impact of this is that people are demotivated rather than motivated. This reduces productivity and the quality of the environment. The effect reaches far beyond the single employee. The smallness of the company and the openness of communication means that everyone is affected when one person is demotivated, treated badly, not given due respect. The future success of the company is highly dependent on Ray’s ability to manage people as well as money. If he doesn’t manage people well, growth will be stunted and we will all be affected.

Of all of Hofstede’s Dimensions, though, perhaps the most interesting is what he called the “Power Distance Index” (PDI). Power distance is concerned with attitudes toward hierarchy, specifically with how much a particular culture values and respects authority. To measure it, Hofstede asked questions like “How frequently, in your experience, does the following problem occur: employees being afraid to express disagreement with their managers?” To what extent do the “less powerful members of organizations and institutions accept and expect that power is distributed unequally?” How much are older people respected and feared? Are power holders entitled to special privileges? “In low–power distance index countries,” Hofstede wrote in his classic text Culture’s Consequences: power is something of which power holders are almost ashamed and they will try to underplay. I once heard a Swedish (low PDI) university official state that in order to exercise power he tried not to look powerful. Leaders may enhance their informal status by renouncing formal symbols. In (low PDI) Austria, Prime Minister Bruno Kreisky was known to sometimes take the streetcar to work. In 1974, I actually saw the Dutch (low PDI) prime minister, Joop den Uyl, on vacation with his motor home at a camping site in Portugal. Such behavior of the powerful would be very unlikely in high-PDI Belgium or France.*

One winter day in 1993, Bob, Giselle, and Dan proposed taking me out to dinner with the stated purpose of “giving Ray feedback about how he affects people and company morale.” They sent me a memo first, the gist of which was that my way of operating was having a negative effect on everyone in the company. Here’s how they put it: What does Ray do well? He is very bright and innovative. He understands markets and money management. He is intense and energetic. He has very high standards and passes these to others around him. He has good intentions about teamwork, building group ownership, providing flexible work conditions to employees, and compensating people well. What Ray doesn’t do as well: Ray sometimes says or does things to employees which makes them feel incompetent, unnecessary, humiliated, overwhelmed, belittled, oppressed, or otherwise bad. The odds of this happening rise when Ray is under stress. At these times, his words and actions toward others create animosity toward him and leave a lasting impression. The impact of this is that people are demotivated rather than motivated. This reduces productivity and the quality of the environment. The effect reaches far beyond the single employee. The smallness of the company and the openness of communication means that everyone is affected when one person is demotivated, treated badly, not given due respect. The future success of the company is highly dependent on Ray’s ability to manage people as well as money. If he doesn’t manage people well, growth will be stunted and we will all be affected.

she feels lucky to have a job, but she is pretty blunt about what it is like to work at Walmart: she hates it. She’s worked at the local Walmart for nine years now, spending long hours on her feet waiting on customers and wrestling heavy merchandise around the store. But that’s not the part that galls her. Last year, management told the employees that they would get a significant raise. While driving to work or sorting laundry, Gina thought about how she could spend that extra money. Do some repairs around the house. Or set aside a few dollars in case of an emergency. Or help her sons, because “that’s what moms do.” And just before drifting off to sleep, she’d think about how she hadn’t had any new clothes in years. Maybe, just maybe. For weeks, she smiled at the notion. She thought about how Walmart was finally going to show some sign of respect for the work she and her coworkers did. She rolled the phrase over in her mind: “significant raise.” She imagined what that might mean. Maybe $2.00 more an hour? Or $2.50? That could add up to $80 a week, even $100. The thought was delicious. Then the day arrived when she received the letter informing her of the raise: 21 cents an hour. A whopping 21 cents. For a grand total of $1.68 a day, $8.40 a week. Gina described holding the letter and looking at it and feeling like it was “a spit in the face.” As she talked about the minuscule raise, her voice filled with anger. Anger, tinged with fear. Walmart could dump all over her, but she knew she would take it. She still needed this job. They could treat her like dirt, and she would still have to show up. And that’s exactly what they did. In 2015, Walmart made $14.69 billion in profits, and Walmart’s investors pocketed $10.4 billion from dividends and share repurchases—and Gina got 21 cents an hour more. This isn’t a story of shared sacrifice. It’s not a story about a company that is struggling to keep its doors open in tough times. This isn’t a small business that can’t afford generous raises. Just the opposite: this is a fabulously wealthy company making big bucks off the Ginas of the world. There are seven members of the Walton family, Walmart’s major shareholders, on the Forbes list of the country’s four hundred richest people, and together these seven Waltons have as much wealth as about 130 million other Americans. Seven people—not enough to fill the lineup of a softball team—and they have more money than 40 percent of our nation’s population put together. Walmart routinely squeezes its workers, not because it has to, but because it can. The idea that when the company does well, the employees do well, too, clearly doesn’t apply to giants like this one. Walmart is the largest employer in the country. More than a million and a half Americans are working to make this corporation among the most profitable in the world. Meanwhile, Gina points out that at her store, “almost all the young people are on food stamps.” And it’s not just her store. Across the country, Walmart pays such low wages that many of its employees rely on food stamps, rent assistance, Medicaid, and a mix of other government benefits, just to stay out of poverty. The

I WANT TO end this list by talking a little more about the founding of Pixar University and Elyse Klaidman’s mind-expanding drawing classes in particular. Those first classes were such a success—of the 120 people who worked at Pixar then, 100 enrolled—that we gradually began expanding P.U.’s curriculum. Sculpting, painting, acting, meditation, belly dancing, live-action filmmaking, computer programming, design and color theory, ballet—over the years, we have offered free classes in all of them. This meant spending not only the time to find the best outside teachers but also the real cost of freeing people up during their workday to take the classes. So what exactly was Pixar getting out of all of this? It wasn’t that the class material directly enhanced our employees’ job performance. Instead, there was something about an apprentice lighting technician sitting alongside an experienced animator, who in turn was sitting next to someone who worked in legal or accounting or security—that proved immensely valuable. In the classroom setting, people interacted in a way they didn’t in the workplace. They felt free to be goofy, relaxed, open, vulnerable. Hierarchy did not apply, and as a result, communication thrived. Simply by providing an excuse for us all to toil side by side, humbled by the challenge of sketching a self-portrait or writing computer code or taming a lump of clay, P.U. changed the culture for the better. It taught everyone at Pixar, no matter their title, to respect the work that their colleagues did. And it made us all beginners again. Creativity involves missteps and imperfections. I wanted our people to get comfortable with that idea—that both the organization and its members should be willing, at times, to operate on the edge. I can understand that the leaders of many companies might wonder whether or not such classes would truly be useful, worth the expense. And I’ll admit that these social interactions I describe were an unexpected benefit. But the purpose of P.U. was never to turn programmers into artists or artists into belly dancers. Instead, it was to send a signal about how important it is for every one of us to keep learning new things. That, too, is a key part of remaining flexible: keeping our brains nimble by pushing ourselves to try things we haven’t tried before. That’s what P.U. lets our people do, and I believe it makes us stronger.

The Seventh Central Pay Commission was appointed in February 2014 by the Government of India (Ministry of Finance) under the Chairmanship of Justice Ashok Kumar Mathur. The Commission has been given 18 months to make its recommendations. The terms of reference of the Commission are as follows:  1. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure including pay, allowances and other facilities/benefits, in cash or kind, having regard to rationalisation and simplification therein as well as the specialised needs of various departments, agencies and services, in respect of the following categories of employees:-  (i) Central Government employees—industrial and non-industrial; (ii) Personnel belonging to the All India Services; (iii) Personnel of the Union Territories; (iv) Officers and employees of the Indian Audit and Accounts Department; (v) Members of the regulatory bodies (excluding the RBI) set up under the Acts of Parliament; and (vi) Officers and employees of the Supreme Court.   2. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure, concessions and facilities/benefits, in cash or kind, as well as the retirement benefits of the personnel belonging to the Defence Forces, having regard to the historical and traditional parties, with due emphasis on the aspects unique to these personnel.   3. To work out the framework for an emoluments structure linked with the need to attract the most suitable talent to government service, promote efficiency, accountability and responsibility in the work culture, and foster excellence in the public governance system to respond to the complex challenges of modern administration and the rapid political, social, economic and technological changes, with due regard to expectations of stakeholders, and to recommend appropriate training and capacity building through a competency based framework.   4. To examine the existing schemes of payment of bonus, keeping in view, inter-alia, its bearing upon performance and productivity and make recommendations on the general principles, financial parameters and conditions for an appropriate incentive scheme to reward excellence in productivity, performance and integrity.   5. To review the variety of existing allowances presently available to employees in addition to pay and suggest their rationalisation and simplification with a view to ensuring that the pay structure is so designed as to take these into account.   6. To examine the principles which should govern the structure of pension and other retirement benefits, including revision of pension in the case of employees who have retired prior to the date of effect of these recommendations, keeping in view that retirement benefits of all Central Government employees appointed on and after 01.01.2004 are covered by the New Pension Scheme (NPS).   7. To make recommendations on the above, keeping in view:  (i) the economic conditions in the country and the need for fiscal prudence; (ii) the need to ensure that adequate resources are available for developmental expenditures and welfare measures; (iii) the likely impact of the recommendations on the finances of the state governments, which usually adopt the recommendations with some modifications; (iv) the prevailing emolument structure and retirement benefits available to employees of Central Public Sector Undertakings; and (v) the best global practices and their adaptability and relevance in Indian conditions.   8. To recommend the date of effect of its recommendations on all the above.

Lesser taboos on questioning authority exist in varying form in the cultures of history. In modern times this is most obvious in the shame brought upon anyone who questions the respectability of police, public education teachers or other public employees. Their work is considered to be above the work of everyone else. Their actions in their jobs are beyond reproach because they are agents of authority. It is sometimes called “respect for the office” or position. Questioning their right to interfere with your life will bring you the scorn of culture. This is control of speech.

In contrast, our founders’ letter from our 2004 IPO filing read: We provide many unusual benefits for our employees, including meals free of charge, doctors and washing machines. We are careful to consider the long-term advantages to the company of these benefits. Expect us to add benefits rather than pare them down over time. We believe it is easy to be penny wise and pound foolish with respect to benefits that can save employees considerable time and improve their health and productivity. [italics mine]

The five most highly correlated factors are: Organizational culture. Strong feelings of burnout are found in organizations with a pathological, power-oriented culture. Managers are ultimately responsible for fostering a supportive and respectful work environment, and they can do so by creating a blame-free environment, striving to learn from failures, and communicating a shared sense of purpose. Managers should also watch for other contributing factors and remember that human error is never the root cause of failure in systems. Deployment pain. Complex, painful deployments that must be performed outside of business hours contribute to high stress and feelings of lack of control.4 With the right practices in place, deployments don’t have to be painful events. Managers and leaders should ask their teams how painful their deployments are and fix the things that hurt the most. Effectiveness of leaders. Responsibilities of a team leader include limiting work in process and eliminating roadblocks for the team so they can get their work done. It’s not surprising that respondents with effective team leaders reported lower levels of burnout. Organizational investments in DevOps. Organizations that invest in developing the skills and capabilities of their teams get better outcomes. Investing in training and providing people with the necessary support and resources (including time) to acquire new skills are critical to the successful adoption of DevOps. Organizational performance. Our data shows that Lean management and continuous delivery practices help improve software delivery performance, which in turn improves organizational performance. At the heart of Lean management is giving employees the necessary time and resources to improve their own work. This means creating a work environment that supports experimentation, failure, and learning, and allows employees to make decisions that affect their jobs. This also means creating space for employees to do new, creative, value-add work during the work week—and not just expecting them to devote extra time after hours. A good example of this is Google’s 20% time policy, where the company allows employees 20% of their week to work on new projects, or IBM’s “THINK Friday” program, where Friday afternoons are designated for time without meetings and employees are encouraged to work on new and exciting projects they normally don’t have time for.

Plan all you want, it is a very different thing to actually kill a person than to fantasize about it. In your fantasy, you have superhuman strength. Or your action takes no strength at all. You just do it, your arms gliding effortlessly through the weightlessness of your dream world. In reality, you have to plunge a knife or pull a trigger. You have to look into the eyes of an actual person. You see their humanity. You have to push past the respect for life that has been drilled into you since before you could talk. I’m not saying it’s impossible. It happens every day. But for normal people who have lived their whole lives as law-abiding citizens, trying to be polite and well-mannered, respectful of their elders and kind to animals, good listeners and good employees; for people who use their turn signals, and hurry to get to work on. time, leave tips for their letter carrier, and put dollars in the Salvation Army’s red bucket, hoping to make the world a little better— killing another human being is not an easy thing.

Do not instigate or treat any of your employees, working at your place, with contempt. Treat everyone with respect. You never know what benefit a person will bring.

Employees are people who live in communities. Let's stop pretending workplaces are separate from community, places where robots go to die.

When a workplace culture is purposefully created to be respectful and inspiring, employees are happier, more productive, and more engaged.

Granted, employees are a very different type of customer, one that falls outside of the traditional definition. After all, instead of them paying you, you’re paying them. Yet regardless of the direction the money flows, one thing is clear: employees, just like other types of customers, want to derive value from their relationship with the organization. Not just monetary value, but experiential value, too: skill augmentation, career development, camaraderie, meaningful work, a sense of purpose, and so on. If a company or an individual leader fails to deliver the requisite value to an employee, then—just like a customer, they’ll defect. They’ll quit, driving up turnover, inflating recruiting/training expenses, undermining product/service quality, and creating a whole lot of unnecessary stress on the organization. So even though a company pays its employees, it should still provide them with a value-rich employment experience that cultivates loyalty. And that’s why it’s prudent to view both current and prospective employees as a type of customer. The argument goes beyond employee engagement, though. There’s a whole other reason why organizational leaders have a lot to gain by viewing their staff as a type of customer. That’s because, by doing so, they can personally model the customer-oriented behaviors that they seek to encourage among their workforce. How better to demonstrate what a great customer experience looks like than to deliver it to your own team? After all, how a leader serves their staff influences how the staff serves their customers. Want your team to be super-responsive to the people they serve? Show them what that looks like by being super-responsive to your team. Want them to communicate clearly with customers? Show them what that looks like by being crystal clear in your own written and verbal communications. There are innumerable ways for organizational leaders to model the customer experience behaviors they seek to promote among their staff. It has to start, however, by viewing those in your charge as a type of customer you’re trying to serve. Of course, viewing staff as customers doesn’t mean that leaders should cater to every employee whim or that they should consent to do whatever employees want. Leaders sometimes have to make tough decisions for the greater good. In those situations, effectively serving employees means showing respect for their concerns and interests, and thoughtfully explaining the rationale behind what might be an unpopular decision. The key point is simply this: with every interaction in the workplace, leaders have an opportunity to show their staff what a great customer experience looks like. Whether you’re a C-suite executive or a frontline supervisor, that opportunity must not be squandered.

Don’t ever ask an employee to do something you wouldn’t be willing to do yourself. Did I clean the office myself? Yes, I sure did. Your employees aren’t your servants; they’re your employees. Treat them well, and they’ll work hard for you because they respect you. Don’t be that fuckwit boss who makes the employees’ lives hell. There’s nothing strong and powerful about that. If you do that, you’re just a tool.

What to do to be an Expert in Freelancing? What is Freelancing? We already know that, Now let's see What to do to be an Expert in Freelancing - Things to do for Self Development: Get positive feedback from clients by practicing what you are good at, and finding work that matches your skills. This is the key to your improvement and the first step to success. When you start to succeed, choose the opportunities that work best for you. Use the time appropriately and fully. Some of the processes of Self-Presentation after Self-Development are discussed below - Process of Introducing Yourself: 1. Enhance your profile and build your portfolio with accurate information about yourself. 2. Create your own signature that will identify you in your work. 3. Always use your own photo and signature for original work. 4. Run your own campaign. For example: commenting on others' posts, making full use of social sites, keeping in touch with others, doing service work, teaching others, participating in various seminars, and distributing leaflets or posters. Showing Professionalism: How to express or calculate that you are a professional? There are many ways, by which you can easily express that you are a professional entrepreneur or employee. The ways are: 1. Professionals never work for free, so before starting a job, you must be sure about the remuneration. 2. Professionals don't work on balance, if you want to show professionalism you must pay in cash or promise to pay half in advance and the rest at the end of the job. 3. A professional never lacks any research or communication for his work. Win the Client's Heart: There are thousands of freelancers in front of a client for a job, but only one gets the job. The person who got the job got it because he presented himself in the client's mind. Mistakes to Avoid: Only humans are fallible. It is natural for people to make mistakes, but if people can't learn from those mistakes then it is better not to make such mistakes. The Mistakes are: 1. Failure to identify oneself. 2. Show Engagement. 3. Lack of communication with the client etc. Being Punctual: It is wise to do the work on time. Never leave work. Because if you leave work, the amount of work will increase and not decrease. Therefore, it is better to do the work of time in time and move towards the formation of life by being respectful of time. So, if the above tasks are done or followed correctly, achieving success as a freelancer is just a saying. To make yourself a successful and efficient freelancer, the importance and importance of the above topics is immense.

employees work for more than just money; they work to feel good about themselves.

when you hear someone saying that they are “trying” to do these things, it is always a sign that they have already decided to fail.

highly engaged employees will remain motivated despite adverse circumstances, such as limited resources, equipment failures, time pressures, and so on. In contrast, employees with low levels of engagement will tend to appear motivated only under favorable conditions or when attempting to reach tangible, short-term goals that will yield personal reward.

We thank the City officials and the rank-and-file officers who have cooperated with this investigation and provided us with insights into the operation of the police department, including the municipal court. Notwithstanding our findings about Ferguson’s approach to law enforcement and the policing culture it creates, we found many Ferguson police officers and other City employees to be dedicated public servants striving each day to perform their duties lawfully and with respect for all members of the Ferguson community. The importance of their often-selfless work cannot be overstated.

lack of training and limited opportunity for advancement are two of the leading reasons for turnover.

There is an old saying: “Do right by people and they’ll do right by you.” I don’t hear that expression much anymore, especially in a difficult economy that makes it easy for bad supervisors to tell employees, “You should feel lucky to have a job.” I’m certain that hearing that from my supervisor would fire me up, but probably just not in the way he or she intended.

Take “Respect, Integrity, Communication and Excellence,” which was Enron’s motto. If execs at Enron had decided to replace those concepts with something different—perhaps Greed, Greed, Lust for Money, and Greed—it might have drawn a few chuckles but otherwise there would have been no impact. On the other hand, one of Google’s stated values has always been to “Focus on the User.” If we changed that, perhaps by putting the needs of advertisers or publishing partners first, our inboxes would be flooded, and outraged engineers would take over the weekly, company-wide TGIF meeting (which is hosted by Larry and Sergey, and where employees are welcome to—and often do—voice their disagreement with company decisions). Employees always have a choice, so belie your values at your own risk.

We believe it is easy to be penny wise and pound foolish with respect to benefits that can save employees considerable time and improve their health and productivity.

Rich can live better than poor but they cannot live without poor.

Conversational Chameleon We know that chameleons are lizards who are famous for their ability to change their colors and fit in as their environments require. This ability enables them to change themselves for safety, survival, and healthy well-being. Their colors adjust to reflect their mood, their surroundings, and serve as camouflage when necessary. Fossils prove they have been on this planet for over eighty million years, so they must be doing something right. Their innate ability for adaptability deserves appreciation, respect, and further consideration. It obviously works!

Susan RoAne is the bestselling author of How to Work a Room: The Ultimate Guide to Making Lasting Connections in Person and Online. She is known worldwide as the Mingling Maven and is a respected expert, author, and keynote speaker on networking, connecting, and conversations. In her book, she shares the roadblocks and remedies to help people become savvy socializers and succeed at networking. She recently shared with me that putting labels on personality styles can sometimes create bias and limitations. She said, “We've spent so much time crystallizing our differences that it can be to our detriment. It is more important to simply engage with people on a respectful and authentic level.

By design, flow systems have an everything-works-or-nothing-works quality which must be respected and anticipated. This means that the production team must be cross-skilled in every task (in case someone is absent or needed for another task) and that the machinery must be made 100 percent available and accurate through a series of techniques called Total Productive Maintenance (TPM). It also means that work must be rigorously standardized (by the work team, not by some remote industrial engineering group) and that employees and machines must be taught to monitor their own work through a series of techniques commonly called poka-yoke, or mistake-proofing, which make it impossible for even one defective part to be sent ahead to the next step.7

He walks to the kitchen for a cup of coffee, and thinks back on the cultural values he heard expressed at company meetings, talked about with colleagues over lunch, saw demonstrated by that company veteran whom everyone respects. For this employee—for all employees—those values should clearly and plainly outline the things that matter most to the company, the things you care about. Otherwise they are meaningless, and won’t be worth a damn when it comes to helping that smart creative make the right call.

Respect employees so they come to work every day feeling like the mature, responsible adults you deliberately hired.

My body has a mind of its own. Apparently it thinks that “new year” is synonymous with “exercise program,” and has been attempting to coerce me into one. Right. Like shifting from one side of the couch to the other isn’t work. “Hey! What about ME?” it asked. “Hello! Down here! The attachment to your neck that is beginning to resemble a marshmallow? Remember? When are we going to join a gym? A girl your age has a lot more than just a reputation to uphold, you know - your butt springs to mind! So when’s it going to be? Huh? Huh?” “Hmmm,” I answered thoughtfully. “How about never? Is never good for you?” “Yeah, ya big coward. That’s the thanks I get for silently squeezing into those jeans all these months? I knew you were a weenie.” “I have a black belt, I’ll have you know!” I retorted. “You might want to show a little respect! There was a day when the only ripples on my body were the ones defining my abdomen!” “‘Ooh, look at me, I’m a martial artist!’ Well, Jean-Claude Van Flab, let’s invite reality in for some tea, shall we? That day was FOUR YEARS AGO. Those laurels you’re resting on are becoming a little more than figurative. People are gonna start calling you ‘Baggie’!” “My, but you’ve gotten cocky in your old age,” I responded, “considering I’M STILL THE BOSS. I own you. You’re mine.” “Gee, boss, I hate to shatter your delusions of adequacy,” it shot back, “but your employee is revolting - and you can take THAT any way you want.” I looked down and sighed. It had a point.

It’s sometimes difficult for employees to respect individual differences in their coworkers. Often I remind our various staff groups that we treat everyone fairly and honestly—but we don’t treat them all the same.

In the early years of his Presidency, Lincoln was widely lampooned and torn apart by the press, and many of the people around the country. But, his soldiers never doubted him. Lincoln always made time for the common soldiers. He walked among them, shook their hands, told stories to them, and took time to comfort them when they were sick or wounded. In return, they respected and admired the president. If you’re a leader, and you are not personally visiting and working with all of your employees, from the lowest to the highest level, you’re missing the boat.

That’s one of the key challenges of remote work: keeping everyone’s outlook healthy and happy. That task is insurmountable if you’ve stacked your team with personalities who tend to let their inner asshole loose every now and again. Even for people with the best intentions, relations can go astray if the work gets stressful (and what work doesn’t occasionally?). The best ballast you can have is as many folks in your boat as possible with a thoroughly optimistic outlook. We’re talking about people who go out of their way to make sure everyone is having a good time. Remember: sentiments are infectious, whether good or bad. That’s also why it’s as important to continuously monitor the work atmosphere as to hire for it. It’s never a good idea to let poisonous people stick around to spoil it for everyone else, but in a remote-work setup it’s deadly. When you’re a manager and your employees are far flung, it’s impossible to see the dread in their eyes, and that can be fatal. With respect to drama, it therefore makes sense to follow the “No Broken Windows” theory of enforcement. What are we talking about? Well, in the same way that New York cracked down in the ’90s on even innocuous offenses like throwing rocks through windows or jumping the turnstile, a manager of remote workers needs to make an example of even the small stuff—things like snippy comments or passive-aggressive responses. While this responsibility naturally falls to those in charge, it works even better if policed by everyone in the company.

When I talk about kindness in business, a few people scoff. They say, “Steve Jobs and the leaders at Apple created a pressure-cooker environment but it produced category-defining products that people love and obsess over.” That is the point — the results are not worth the cost, because there is an alternative. The goal of TRM is to create a kind, sustainable, and fulfilling experience for everyone. Caring and a sense of purpose evoke better performance than pressure and fear. The idea that only obsessive egomaniacs can produce breakthroughs is nonsense. People are the most important resource for any business, and people — whether they are employees, vendors, or customers — respond best to kindness, respect, humility, and empathy. You never know what other people are going through in their lives. Many of us are under great stress, especially when business cycles shift and economic pressures build. Others are struggling in relationships. When everyone feels valued and heard, they are more likely to show up fully and bring their best each day. Kindness is the alternative to the unnecessary “business is war” analogies that are not only tiresome but borderline offensive. It is the opposite of the “outcome justified the means” mentality that drives many entrepreneurs to consider sacrificing everything (including their morals) to build $100 million businesses in seven years. It’s success without the collateral damage. This aspect of TRM creates a healthy framework for daily interactions and long-term goals and helps people avoid burnout even when they put in heavy hours over long periods of time. We are all naturally optimistic, motivated to be better tomorrow than we are today. A kind organization understands that and leverages it. Your goal is to build a product that lasts, but to do that, you must also build an organization, a work environment, and a fabric of relationships that last too. People will remain engaged and focused on achievements when they are doing something meaningful that they care about in an organization that lets them live the way they want to live. “Caring and a sense of purpose evoke better performance than pressure and fear. The idea that only egomaniacs can produce breakthroughs is nonsense.

Fulfilling needs isn’t catering to neediness: it’s honoring what makes us human. It’s filling up employees’ fuel tanks so they can do their best work every day. When people feel truly supported and respected, amazing contributions soon follow.

The optimal strategy encompasses self-reflection/introspection, adaptability, and versatility within a fluid environment. Although one cannot exert absolute control over the behavior of others or the external work milieu, one can entirely govern one's own conduct. Cultivating humility, demonstrating respect for others, and embracing multicultural perspectives are fundamental for integrating successfully into a globalized workplace. Ultimately, the journey begins with the self.

Well, keep that attitude and you’ll learn nothing. Keep the attitude that I’m the problem and what choices do you have?” “Well, if you don’t pay me more or show me more respect and teach me, I’ll quit.” “Well put,” rich dad said. “And that’s exactly what most people do. They quit and go looking for another job, a better opportunity, and higher pay, actually thinking that this will solve the problem. In most cases, it won’t.” “So what should I do?” I asked. “Just take this measly 10 cents an hour and smile?” Rich dad smiled. “That’s what the other people do. But that’s all they do, waiting for a raise thinking that more money will solve their problems. Most just accept it, and some take a second job working harder, but again accepting a small paycheck.” I sat staring at the floor, beginning to understand the lesson rich dad was presenting. I could sense it was a taste of life. Finally, I looked up and asked, “So what will solve the problem?” “This,” he said, leaning forward in his chair and tapping me gently on the head. “This stuff between your ears.” It was at that moment that rich dad shared the pivotal point of view that separated him from his employees and my poor dad—and led him to eventually become one of the richest men in Hawaii, while my highly educated but poor dad struggled financially all his life. It was a singular point of view that made all the difference over a lifetime.

of “to-do” behaviors (say please and thank you, be more patient, treat others with respect) have a more difficult time changing than those who focus on a few “must-stop” behaviors (stop sharing your opinion on everything, quit taking other people’s work for granted, don’t claim credit you don’t deserve). Even the simple injunction to “stop being a jerk” is often more effective than itemizing desirable behaviors to try out. Sally has also seen how the bias for action can undermine the ability of people to let go of behaviors that no longer serve them. A vivid example came during a recent client call about a leadership workshop she was scheduled to deliver. After she had sketched out the program, the head of the planning committee spoke up. “The most important thing is that your program should be immediately actionable,” she said. “We have a very proactive culture around here, so we want to make sure you give people plenty of to-dos. The ideal would be for participants to walk away with five new things they can do Monday morning.” Sally had heard such requests in the past and tried to accommodate them. But now she pushed back. She noted that in her experience the last thing most people in organizations need is five new things to do on Monday morning. With employees already overloaded, adding new items to

Managers who want to avert employee burnout should concentrate their attention and efforts on: Fostering a respectful, supportive work environment that emphasizes learning from failures rather than blaming Communicating a strong sense of purpose Investing in employee development Asking employees what is preventing them from achieving their objectives and then fixing those things Giving employees time, space, and resources to experiment and learn Last but not least, employees must be given the authority to make decisions that affect their work and their jobs, particularly in areas where they are responsible for the outcomes.

Every great leader I served with understood the need to share the hardships with the men and women they led. Nothing gains the respect of the troops quicker than spending time on the factory floor, or in the trading room, the warehouse, the clinic, or the foxhole. The C-suite, the corner office, the front office, or the largest cubicle can trap you into believing that your place is above the people you serve. It is not. Wherever you sit as a leader, don’t sit for long. Get out of your office and spend time with the employees. This will give you an appreciation for the work they do, an understanding of the challenges they face, and insights into how to improve the business.

Another way to foster a sense of belonging for employees is to form teams that are encouraged to engage in collective problem-solving. This affords regular opportunities for all members of the teams to express their views and contribute their talents. But leaders of these teams should establish the norm that colleagues treat each other with respect, making room for everyone in discussions and listening thoughtfully to one another. As we saw with high-status students leading the way in establishing an antibullying norm in schools, managers, as the highest-status member of a team, can set powerful norms. A key goal is foster what leadership scholar Amy Edmonson calls psychological safety, which she describes as "the belief that the environment is safe for interpersonal risk taking. People feel able to speak up when needed--with relevant ideas, questions, or concerns--without being shut down in a gratuitous way. Psychological safety is present when colleagues trust and respect each other and feel able, even obligated, to be candid." No matter how ingenious or talented individual team members are, if the climate does not foster the psychological safety people need to express themselves, they are likely to hold back on valuable input.

For some of us, it is the work itself that is the problem and not the people. We may have chosen a job that doesn’t make the most of our talents and abilities because we have been programmed from childhood to have a low opinion of ourselves. We may be in an organization that has a culture of not respecting the employees.

We cannot oversimplify what it means to be included by talking about belonging as an emotional experience. It’s nice when people are kind to you. It’s even nicer when they respect and value your contributions in tangible ways. In fact, 75 percent of Black women and 65 percent of Latina women view themselves as very ambitious toward their careers, with 40 percent of Black women hoping to make it to a management position within the next five years, according to CNBC and SurveyMonkey’s Women at Work survey released in early 2020. Despite this clear desire to advance, they face seemingly insurmountable odds. For every one hundred men promoted to manager, only sixty Black women and sixty-eight Latina women are promoted.15 Achievement is a completely natural career driver and should be elevated above the idea of belonging if leaders want employees to give them credit for their equity initiatives.

Show Respect — Wanting employees to come in early and leave late on a daily basis shows a lack of respect for their personal lives. Additionally, contacting them after work hours or while they are on vacation should be avoided.

The third imperative concerns an attribute that, at first glance, you might think companies have little control over, namely, collegiality. I’m referring to feelings that employees have toward one another, the mutual trust and respect they feel, the enjoyment they get out of spending time together, their willingness to work through any conflicts that might arise, their collective pride in what they do, and their collective commitment to doing it well.

With a StoryBrand-inspired narrative, ordinary jobs become extraordinary adventures. With a unifying BrandScript, the above story would have gone more like this: Before even applying for a job, the prospective employee has already heard the buzz on the street about this cool company. It’s somehow more alive. The people who work there love it and so do their customers. They exude a sense of competence within their industry as well as across the community in general. Their leaders are respected. Even their former employees talk about it with a hint of sentimental longing. On the list of ideal places to work, there are few that compare. During the first interview, the candidate starts to understand where the buzz has been coming from. The hiring manager describes the company the way you might describe Lewis and Clarke preparing to tame the western frontier. There are interesting characters whose lives have led them to this place. Business goals sound like plot twists. There are mountains to climb and rivers to cross. There are storms to weather, bears to hunt, and treasure to find. The hiring manager is visibly excited as she walks effortlessly through the seven categories of the company’s narrative. But not just anyone gets selected for this expedition. The employees of this company aren’t trying to be snobs; they’re just staying true to the story they’re following and they don’t want to compromise the plot. If you happen to be selected, it’s because destiny basically demands it. Instantly the candidate’s concept of work shifts up a level. It’s no longer just about what he can get out of it. It’s also about who he will become if he’s allowed to enter the story. He senses that working for this company will transform him. By the second and third interviews, the candidate has met most of the team and even been interviewed by them. Everyone he meets tells the exact same story he heard on the street and in the first interview. The story is growing on him. He realizes he needs to be part of a story like this to be fully satisfied in life. We all do. Finally, his first day on the job arrives, and the onboarding experience is more like being adopted than getting hired. He spends quality time with a facilitator who takes a small, new team through a curriculum explaining the story of their customer and how the company positions themselves as the guide in their customers’ story. Amazingly, the onboarding is more about the company’s customers than it is about the company itself. This organization loves their customers and is obsessed with seeing them win the day. Finally, the new employee discovers the secret. These people are here to serve a customer they love.

Respect the past, relish the present, create the future!

respect. If these companies were honest, the excuse of not having the budget for my work is simply down to lack of planning. If you can pay for the venue, the catering and the employees of your company, you can also pay for the speaker at your event.

Industrialization not only caused painful social dislocations but fundamentally and permanently altered relations between employers and employees. Landlords and their tenants had been neighbors and in some respects partners. Although on occasion tenants suffered mass expulsions, as during the Enclosure Acts in England, by and large the countryside was stable, especially in such countries as the United States, where the great majority of farmers owned the soil they cultivated. In industrial societies, the relationship of owner to employee turned tenuous and volatile, as the former felt free to dismiss workers whenever demand grew slack. Differences in lifestyle became more glaring as the nouveaux riches flaunted their wealth. These developments led to a growing hostility to “capitalism.” Socialism, until then an ideal with particular appeal to intellectuals, now acquired, in addition to a theoretical foundation, a social base among certain segments of the working class.

The more we give of ourselves to see others succeed, the greater our value to the group and the more respect they offer us. The more respect and recognition we receive, the higher our status in the group and the more incentive we have to continue to give to the group. At least that’s how it’s supposed to work. Whether we are a boss, coach or parent, serotonin is working to encourage us to serve those for whom we are directly responsible. And if we are the employee, player or the one being looked after, the serotonin encourages us to work hard to make them proud.

Unfortunately, the trend in many organizations is to design learning to be as easy as possible. Aiming to respect their employees’ busy lives, companies build training programs that can be done at any time, with no prerequisites, and often on a mobile device. The result is fun and easy training programs that employees rave about (making them easier for developers to sell) but don’t actually instill lasting learning.

What happens when you build an organization that’s flat and open and treats employees with respect? What happens when you expect a lot and trust the people you work with? At first, it seems crazy. There’s too much overhead, too little predictability, and way too much noise. This isn’t the top-down model of the factory, or the king and his court. It’s chaos. It’s easy to reject out of hand. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff.

When Amana was about three years old, she'd taken her back to her parents' house. One day, while they were sitting face-to-face playing cat's cradle in the room with the grandfather clock, she saw capillaries growing out of their bodies like tiny branches. Slender as gossamer from a spider's web, they spread out along the walls and up to the ceiling, twining themselves around the grandfather clock. Quaking in fear, Marika stood up. Until then, she had never seriously thought about the history of that house. Generations of people whose names she didn't know, whom she'd never cared about, had been born and died there. The sweat of women forced to work like slaves drenched the walls; the pillars were splattered with the semen of masters of this house who had forced themselves on young servants. She smelled the cold sweat of a son who had strangled his bedridden father to get his inheritance. The walls and ceiling that had witnessed these atrocities glared down on her. The misery of married couples trickling down into the pipes connecting the toilet to the sewer. A mother who has chemically transformed her loneliness into ambition chokes her son, squeezing his slender neck between her sweaty thighs. A wife who never lets on what she knows about her husband's affairs mixes her own turds into his miso soup. That handsome arsonist seen loitering around the house might be a former employee, fired for no good reason. The umbilical cord binding the generations of a respectable old family is also a rope around the neck. And she had wanted to cut her ties to all these bloody forebearers, now taking such pleasure in sharing old family secrets... My real family, she thought, are those people I just happened to meet in that coffee shop.

when leaders are humble, show respect, and ask how they can help employees do their work better, the outcomes can be outstanding. And even more important than better company results, humble leaders get to act like better human beings. They get to treat other people as they would like their own family to be treated.