10 Elements of Treating People with Dignity

leadership

Treat People with Dignity

 

In her latest book, Leading with Dignity, author Donna Hicks shared ten elements of dignity that caught my attention. With permission, I would like to share the ten elements which she derived from her research and interviews.

Her book is well-worth the read for anyone interested in leadership. Here are the ten elements from the book answering the question:

What does it look like to treat people with dignity?

 

Excerpted from Leading with Dignity: How to Create A Culture That Brings Out the Best in People, by Donna Hicks. Copyright © 2018 by Donna Hicks. Excerpted by permission of Yale University Press. All rights reserved.

 

Acceptance of Identity.

Approach people as being neither inferior nor superior to you; give others the freedom to express their authentic selves without fear of being negatively judged; interact without prejudice or bias, accepting that characteristics such as race, religion, gender, class, sexual orientation, age, and disability are at the core of their identities.

 

Recognition.

Validate others for their talents, hard work, thoughtfulness, and help; be generous with praise; give credit to others for their contributions, ideas, and experience.

 

“Praise, like sunlight, helps all things to grow.” -Croft Pentz

 

Acknowledgment.

Give people your full attention by listening, hearing, validating, and responding to their concerns and what they have been through.

Inclusion.

Make others feel that they belong, at all levels of relationship (family, community, organization, and nation).

Communication Tips from Don Hutson

Communication Tips

Public speaking is not only a common fear, but it is also one of the most important skills if you want to see rapid promotions at work. I previously shared 7 Reasons Why You Should Improve Your Public Speaking. It is an incredibly important skill.

Don Hutson is a world class public speaker and past President of the National Speakers Association. His decades of experience made him the perfect person to sit down and discuss the art of public speaking.

Don has also authored or co-authored fourteen books. Two of them The One Minute Entrepreneur and The One Minute Negotiator have been Wall Street Journal and New York Times bestsellers.

 

“The number 1 antidote to fear is preparation.” -Don Hutson

 

In this video interview, I talk to Don about:

  • The importance of preparation.
  • How to overcome your fear of public speaking.
  • Techniques to handle hecklers.
  • 3 Tips to improve your speaking skills.

 

Increase your leadership skills. By signing up for FREE to Leadership Insights, you will have a positive stream of insights to support your own goals.

Already on my list? Enter your email above and you'll get instructions on how to access the webinar.

5 Ways to Transform the Rules of Brand Legacy Building

brand legacy

Build A Brand Legacy

 

How do you build and maintain a brand legacy?

What do leaders often get wrong in building a brand?

Mark Miller and Lucas Conley are the authors of Legacy in the Making: Building a Long-Term Brand to Stand Out in a Short-Term World. Miller is the founder of The Legacy Lab, a research and consulting practice, and the chief strategy officer at Team One. Conley is the executive editor of The Legacy Lab and a former researcher for The Atlantic and staff writer for Fast Company.

 

“The best short-term strategy is a long-term one.” -Miller and Conley

 

5 Brand Building Errors

What do most leaders get wrong when they’re thinking about legacy?

We’ve learned a lot about how leaders build and maintain brand legacies since Mark founded The Legacy Lab in 2012. Over the years, we’ve identified five things traditional business leaders tend to do wrong today:

1) Think institutionally: Traditional brand leaders buy in to management systems and institutional processes with the goal of keeping up with market trends.

2) Lean into attitude over action: Traditional brand leaders imagine their brands first from the outside in, believing that what they say and how they posture matters more than what they do.

3) Practice command and control: Traditional brand leaders hoard information and tell customers what to do, striving for category dominance and sales superiority.

4) Follow category orthodoxy: Traditional brand leaders focus on mastering rules (e.g., “business is about making profits”) and take conventional wisdom for granted (e.g., “there are no profits in altruism”), all in the interest of maintaining the status quo.

5) Evolve episodically: Traditional brand leaders tend to grow stale by repeating the past (rarely innovating) or lose their identity by renouncing it (innovating everything at once). Both are examples of episodic evolution.

Once these were the accepted rules of brand-building. In the modern era these methods now amount to short-term thinking. And while short-term thinking may sound appropriate for our short-term world, we learned that it’s actually the long-term thinkers who make faster, sharper decisions. This is because, no matter the market trends, long-term thinkers know where they’re going. This counterintuitive insight—that the best short-term strategy is a long-term one—is at the heart of our book.

 

“Modern legacy brands are not museums.” -Miller and Conley

 

Your book highlights various leading organizations. How did you go about choosing them?

This is Day One: Leadership That Matters

day one

Everyday Leadership

Leadership educator Drew Dudley has spent the last 15 years teaching a more inclusive concept of leadership. His approach has resonated: his TEDx talk Everyday Leadership (The Lollipop Moment) was voted one of the 15 most inspirational TED talks of all time. His first book This is Day One: A Practical Guide to Leadership that Matters is a Wall Street Journal bestseller. I recently spoke with Drew about his work.

 

Why is it that so many people fail to recognize themselves as leaders?

We’re educated out of our leadership at an early age. The examples you’re given to illustrate a concept shape how you come to perceive it for the rest of your life, and the leadership examples we’re given as kids are usually giants: presidents, scientific groundbreakers, people who conquered empires. As those archetypes are reinforced through media and cultural institutions, we come to see leaders as looking a certain way, sounding a certain way, and having a certain level of profile and influence, and we don’t look for leadership from anyone who doesn’t fit that profile. Most people don’t see themselves as fitting that mold and regularly dismiss moments of impact, generosity, empowerment, courage, growth, etc. as “little things” rather than moments of leadership. How is a moment that causes someone to walk away from you feeling empowered not a moment of leadership? Someone is better off because of you and is likely to pass that along to others. Let’s face it however, because it impacts one person and not hundreds or more, those moments are rarely celebrated as leadership. That type of behavior isn’t how we’re introduced to leadership – it is presented after the giants, and as such is perceived as a somehow “lesser” form.

 

“You can’t add value to the lives of anyone else until you’ve added enough value to your own.” -Drew Dudley

 

Leadership is a Daily Practice

You make it clear that it’s a daily behavior, a daily practice. Why and how did this become a focal point for your leadership teaching?

Presenting leadership as a daily choice makes it far more accessible. I started working with university students—passionate, driven young people who fought for social justice, organized to provide support to their fellow students, volunteered hundreds of hours within their communities, and raised tens of thousands of dollars for charities. However, the vast majority of them didn’t see themselves as leaders. In fact, their perception of themselves was best encapsulated by one student who responded to the question “Why do you matter?” with “Well…I don’t yet. That’s why I’m working so hard.”

As I continued with my work, I found that people of all ages had subconsciously adopted the perspective, “I don’t matter yet, that’s why I’m working so hard.” When leadership is determined by titles and what you have done rather than about behaviors and what you are doing each day, people look at what they haven’t accomplished as evidence they don’t deserve to call themselves leaders.

However, perceiving leadership as a daily choice rather than accolades and influence gained over time reminds us that each and every one of us awakes every morning having done nothing that day to earn the title of leader, and we have the opportunity and obligation to act in ways that impact people and organizations positively. You may have spent 10 years acting in ways that made you the CEO, but on any given day the individual who sweeps the floors in your building could actually engage in more impactful behaviors than you do. On that day, they were a bigger leader than you were. It’s a perspective that keeps you from getting complacent because of what you have done.

 

“Leadership recognized is leadership created.” -Drew Dudley

 

Develop a Personal Leadership Philosophy

What Makes An Effective Apology

Sorry Isn’t Always Enough

 


“Never ruin an apology with an excuse.” -Ben Franklin

 

What’s the best way to apologize?

Most people would answer that question: “I’m sorry.”

But, sometimes saying sorry just isn’t enough.

Clinical psychologist Jennifer Thomas has studied apologies. Her extensive research with Gary Chapman sheds light on what works and what doesn’t in the art of apology.

 

“Apologies require vulnerability.” -Dr. Jennifer Thomas

 

If offenses are not dealt with between people, they take root and create a rift. Apologies require a vulnerability that relationships, both at work and at home, can benefit from.