The notion of 'gaining respect by giving respect' is an obvious truism for any leader. Leaders that make people feel valued will be respected a great deal more than leaders who treat people as if they were expendable

And yet the practice is not always as straightforward as the statement. Giving and earning respect takes time; time to connect with people and time to understand people; time that doesn't always seem to be there in the busyness of the day.

But leaders should never underestimate the importance of valuing the people they lead. Leaders that try to command respect by asserting their position, title and expertise, only prove that their focus is more on themselves than those they lead, which does not do much for building loyalty, motivation and performance.>

However, leaders that focus on people, not position, and go out of their way to connect with people, will find themselves rewarded by a team that are truly engaged with the leader's vision and purpose. Ultimately, valuing people creates value, as the text below demonstrates.

The text is from a full-page advert that appeared in 1996 in USA Today *. It was paid for by the employees of Southwest Airlines, and addressed to their then CEO, Herb Kelleher

Thanks Herb
For remembering every one of our names.
For supporting the Ronald McDonald House.
For helping load baggage on Thanksgiving.
For giving everyone a kiss (and we mean everyone).
For listening.
For running the only profitable major airline.
For singing at our holiday party.
For singing only once a year.
For letting us wear shorts and sneakers to work.
For golfing at the LUV Classic with only one club.
For outtalking Sam Donaldson
For riding your Harley Davidson into Southwest Headquarters.
For being a friend, not just a boss.
Happy Boss's Day from Each One of Your 16,000 Employees.

As you can see it is not just the 'big issues' that make a difference but also the little things. Ralph Waldo Emerson picks this theme up when he wrote, "Sometimes when I consider what tremendous consequences come from little things I am tempted to think there are no little things."

It is more than just an 'open door' policy but a genuine effort to create a culture of true value. We all want to be valued, we all want to know that it really matters to someone that I turn up to work everyday, we all want our efforts recognised and affirmed - this is what creates highly motivated and committed workers. When we realise that the most important factor in consistent customer loyalty is employee commitment and that the most significant factor in employee commitment is their trust and belief in leadership - then we realise the importance and the power of a 'value culture'.

September 11 provided many examples of great 'value' leadership, one of which was contained in one of Marjorie Scardino's (CEO Pearson) 'Dear Everybody' letters. In it she said the appropriate things a leader should say and wrote:

"There are no words to describe the disaster we've seen over the last day, and like everyone reaching for friends and family in a sad, angry, confusing time, I wanted to be in touch with all of you .I can't be sure each of you and your families and friends are safe and sound, but I pray you all are. Our thoughts are with the families of all those who are not, or who don't yet know."

"...I want to make sure you know that our priority is that you are safe and sound in body and mind. Be guided by what you and your families need right now. There is no meeting you have to go to and no plan you have to get on if you don't feel comfortable doing it. For now, look to yourselves and your families, and to Pearson to help you any way we can."

Valuing people is not only good for business; it is just the 'right thing' to do.

For Reflection
How much value do you place on connecting with your people?
How well do you know your people, and how much do you assume you know?
When was the last time you went out of your way to express genuine value?
In what ways could you show value today?

* Advert text taken from: The 21 Irrefutable Laws of Leadership by John Maxwell. Page 108

Phil Wall
CEO