The reason for this is that each time we encounter a manager who is described as respected by the employees that they direct, we consistently find dedicated workers who put forth their best efforts, and that have developed a peer culture in which employees take interest in each other's performance. It doesn't get better than that.



The question that naturally follows is: What characteristics does such a manager possess, that commands such loyalty and dedication? From my informal queries, it seems that respected managers have four major qualities, all of which are present: 1) Excellent organizational skills, 2) Excellent interpersonal skills, 3) Industry-specific expertise, and 4) A genuine caring and concern for their employees. It is the fourth of these qualities that moves managers past an effective rating and into the ranks of those respected.

As organizational consultants, we help managers to develop organizational and interpersonal skills, and we encourage them to be experts in the work that they are directing. The fourth quality, however, is one that cannot be taught and cannot be approximated. Either a manager believes that each of his workers is a unique human being, who merits respect and who has a unique contribution to offer, or he does not. For this quality to exist, it must truly be "felt".

We have watched managers act "as if" they value their employees and we have watched them utterly fail. On the other hand, we have observed that, even though no two managers will have the same interpersonal or managerial style, genuineness and caring will be clearly read by others, when it is present.

We've been asked how it can be possible, for any given manager, respected or otherwise, to reach all employees, and move them to give their utmost at work? The answer, of course, is that no manager can motivate everyone. However, a manager who is respected will reach a larger percentage of employees than any other, and in keeping with their highly effective management style, he/she will not keep undedicated employees on their team, who might negatively affect production and the positive peer culture that has been developed. And since the top notch manager is most likely to be respected by his/her superiors, her efforts to maintain a highly effective team will most likely be supported.

If genuine caring and concern cannot be taught, then how can a manager shift their belief system? This is not the work of workshops and trainings, though the concept is often introduced in such forums. However, if a manager is ready and open to changing the way that they view other human beings, a coach or therapist may be able to help him to sort through blocks and resentments, so that he can begin to relate to others in ways that bring out the best that they have to offer.