Think back to some of the researched. Why is it that only 29 percent of employees believe that management cares about them developing their skills? Why is it that only 42 percent believe that management cares about them at all? In too many cases, though management might talk about it, fundamentally, management does not behave in ways that demonstrate respect, and as a result, employees don’t trust management.
And what is the impact on speed and cost? When employees believe their managers really don’t care, how willing are they to give their best? To be innovative? To collaborate? On the other hand, how quick are employees to complain? Criticize? Strike?
Apply the “waiter” rule to yourself in terms of how you treat people at work and at home. Do you like what you see? If not, focus on improving your intent?
Think about specific things you can do to show others you care about them. Call people. Write thank-you notes. Give acknowledgement. Send emails of concern. Try to do something each day to put a smile on someone’s face–even if that someone is the janitor in the building where you work. Don’t let there be a gap between how you feel and what you do.
Never take relationships for granted — particularly relationships with loved ones, family, and friends. Avoid the common tendency to put more energy into new relationships and assume that people in existing relationships know you care. There is probably a greater need for demonstrations of concern in existing relationships than in new relationships.
The basis of this is to genuinely care for others. Show you care. Respect the dignity of every person and every role. Treat everyone with respect. Show kindness. Don’t fake caring. Don’t attempt to be “efficient” with people.