Respect, Recognition, Rewards and Responsibility: The Essential Pillars of Progress

Discrimination Breeds Rivalry and Friction Breaks Up Relationships.

Respect others to earn Respect for Yourself!

There exist as many arguments surrounding success as the ‘specialists’ pushing them. Every ‘sage on the stage’ propounds his/her personal account of success with a formula that appears clear yet uncertain of bringing one to the aspired objective.

What do we do when confronted with a challenge? There exist so many possibilities depending upon a distinct task or situation. The mismatch between assumptions and performance causes unsightly fireworks.

Both organizations and employees commit themselves to a written Code of Conduct. They need to remember the accepted etiquette for human cooperation as strongly. The minute someone dares cross the fine line, the results are often liable to be undesirable. The instigating employee could be deprived of his/her position. Or a whole group could become liable to the executive, with its future on the line.

Where the administration itself crosses the fine line, subordinates come down with their own response in a befitting fashion. The growing sense of resistance in the workforce leads to a lack of production. It could be awkward to establish the fault of one specific member of the executive team without hostility from the others.

Do you wish to limit discontent on either side? Is that feasible? You bet!

Please allow me to shed light on these four pillars of progress in the life of a decision-maker:

Respect: It can only be commanded and never demanded. In its natural form, respect is the double-edged sword that can either bridge communication gaps or destroy bonds of understanding. What goes around comes around. Respect everyone as much as your own self and you will form bonds of close harmony and care. Disrespect one human being and count on the identical treatment meted out to you by myriads. Why, because bad news travels much quicker than the good! Whether you are the chief or the lower level employee, acting gentle and respectful is eternally effective. Showing disrespect to your subordinates will be inadequate to obtain a good answer from those under your command. Disrespect to those senior will contribute to your abrupt exit.

The deeper you appreciate your team members higher the degree of production you will receive out of them. Respect helps instill a spirit of togetherness. And that produces:

Recognition: Think of the classical axiom: “Babies Cry for and Men Die for Recognition?” When the little one cries, the mother recognizes its demand for feed or change of nappies. When conflicts occur between nations, combat follows. In every battle, substantial amounts of individuals lose their lives on both sides. Each one of these groups fights for what they recognize as their right. They put their lives at risk so their faith gets recognition, whether reasonable or not.

Every group, organization, business entity or family rests on the foundation of togetherness. Every member performs a particular assignment to reach the basic purpose of the entire TEAM. TEAM (in my view) relates to Together Everybody Achieves More OR Together Everyone Acquires Money. Take your pick!

First things first, we need to recognize our individual position. Next important measure is our conduct in an efficient manner. Our action/s may not breed displeasure in others. Last, but not the least, we must maintain a steady and uniform measure of growth.

The leading performers that work over and above their prescribed responsibilities deserve special recognition. Sometimes, short-sighted and/or opportunistic management ignores this essential element of its duties. The rising surge of frustration leads to a disturbance that becomes difficult to stop.

We know families split up because one member is very controlling and declines to recognize others’ participation. Mega corporations have gone broke because of mismanagement. The responsible officials didn't see common areas of reciprocal care and sustained growth. Sitting in their ivory towers, they didn't pay heed to their employees’ demands. Their focus on themselves and their own liberal perks deprived them of the possibility to make calculated shifts in the face of difficulties. The 4 Rs became their adversary and brought the entire organization to its heels. Can you afford the same mistakes? I guess not!

Rewards: Recognition as a reward generates keener sense of beating expectations every step of the way. Rewarding one outstanding employee motivates many others to follow suit. This mark of appreciation increases the employees’ confidence in the administration beyond monetary advantage as it gets to the heart of the victor. It sends out a message that this individual’s extraordinary work has not passed unrecognized. The direct consequence is increased focus on the role.

Rewarding a TEAM Supervisor or Head of the Department generates good outcomes as effectively. The profits could be much greater because various employees participated in the job so recognized. The total impact of such attention is the precursor of togetherness.

Responsibilities: We are at our best when asked to prove ourselves. It has frequently been noticed that moving personnel from one activity to another or from one section to the other, from a lower level to a higher level or from a small room to a spacious room is more productive. The regular work does not allow us an opportunity to demonstrate our abilities beyond a routine performance chart. Pick one staff member off the workshop and saddle him/her with accountability for only one more of his co-employees’ production. Within a matter of days, you will notice a distinct improvement in both of them. Why? Because they will be more receptive to sharing their own best methods and help decrease their personal challenges they remained extremely frightened to accept.

I do not mean to suggest that you make every employee an administrator. Instead, my utmost assertion is that responsibility creates the desire for individual development. Shift workers that continue working on the same systems, churning out identical commodities again and again for 10, 15 or even 20+ years leave with a hopeless prospect, indifferent to change. They become so used to their everyday habits that they deprive themselves of many outstanding opportunities.

This is where competent executives differ. Continued employee education is an essential component of their business ideology. Such decision makers give each employee an opportunity to shine at whatever he or she feels comfortable with. They invite employee suggestions and criticisms, accord recognition to the contributors and give prizes for the most precious suggestions. Success-bound executives avoid workers’ monotony. It goes a long way in keeping their TEAMS hungry for more directions, initiatives, guidance, respect, recognition, rewards, and responsibility.

No wonder you can find so many rich individuals around but to look for the truly successful, you will need to focus on the above four pillars that support them to no end!

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