How Do You See?

You can judge a man's character by the way he treats people who can't hurt or help him.

It was the first day back at work after the Christmas and New Year holidays. I was standing in line at the cafeteria checkout, lunch in hands. When it was my turn to pay, I smiled at *Nancy, the cashier.

Hi! How are you today?” After she responded, I continued, “How was your holiday? Did you travel or stayed in town?

Her face lit up with a smile as she told me that she spent the holidays with her son in India. He’s an engineer and had been in India for about a year on a 3-year contract. She was happy that she could spend the holidays with him, his wife and their little boy.

Later, as I settled down to lunch with *Frank, one of my colleagues, he asked, “What’s going on with you? I saw you talking excitedly to the cafeteria lady” I responded that I was just asking if she had a good time away from work, and wanted to know how she spent her holidays. His next comments baffled me.

Why? You don’t have to talk to her! She’s just a cafeteria worker!

I wonder how many of us see others the way Frank saw Nancy; people to be seen, not heard. We treat people as objects to be used for our purposes. But there’s something to be said for treating others with courtesy and respect; for valuing them as people with hope and dreams.

Some of these behaviors are so subtle and unconscious that we don’t even realize that we exhibit them. This could have their roots in our upbringing and the culture we grew up in. Frank grew up in the type of Middle Eastern culture where the elite do not typically mingle with middle-class and low-class people. His parents were rich, and they had several helpers or servants in their home. These people just worked for them; they never saw them as people. The entire family knew nothing about the personal lives of those who worked in their expansive mansion.

Now a leader in the organization, Frank is yet to learn how to relate to people appropriately; how to treat them with respect. Unfortunately, today’s American culture further diminishes the impact of respect. It’s filled with music, books, television shows and movies that elevate disrespectful attitudes and with behaviors that are borderline abusive towards other people. As a result, we are becoming numb to the effects that these have on meaningful relationships.

When you don’t respect people, you don’t see the value in them. When this happens, you are not able to benefit from whatever insights they may have and what value they may be able to add to your life.

I recently came across an anonymous quote that says, “You can judge a person's character by the way he treats people who can't help him or hurt him.” There are some people who would be polite to others they consider better than themselves; to those who have something that they want. It may be a boss or someone they want to do business with. But to others that they see as beneath them socially, politically or economically, they become very disrespectful. They think these people have no value to add to them. So they treat them as if they don’t exist. They don’t recognize or acknowledge them.

As a result, they miss whatever value these people could have added to their lives. In his book, Leading Change, James O’Toole proposes that “what creates trust, in the end, is the leader’s manifest respect for the followers”. When leaders do not respect those that they lead, this is a symptom of more fundamental problems such as insufficient humility and too much ego. Disrespecting people you consider unimportant says a lot about your character.

Have you heard of what is known as the Waiter Rule? It refers to a common belief that a person’s true character can be gleaned from how he treats service workers, such as a waiter. A USA Todayarticle by Del Jones in 2006 described some interesting experiences a few CEOs had when they were younger. They contend that how you treat a waiter can predict a lot about your character. Part of the article also described how this could be tied to the way people were raised.

About two years ago, I was having lunch with a friend, who is a Pastor. As we settled down to place our orders, he asked our waitress her name and asked if she had anything that she’s worried about, for which we could pray. She lit up immediately, and shared her concern with us.

Could you imagine what could happen if we all treat people who provide service to us in this manner? Or what the impact would be when leaders, in the true spirit of being servant leaders, extend some courtesy and respect to the people they lead?

What a revolutionary behavior that would be!

*Names have been changed.

A Gift Worth Receiving

Do you respond or react to feedback?

Years ago, I had a colleague who was always quick to volunteer for tasks and quicker to commit to deadlines for the completion of those tasks. But most of the time, he didn't deliver on his promises. Over a period of about 15 months, some of the commitments he made (and didn't deliver on) affected me, mostly because I had to pick up the slack. So I decided to speak to him about it.

I called him into a private meeting and told him how much I loved his enthusiasm for getting things done, but wondered if he was taking on too many things at the same time. I gave him three instances over the previous year that he was not able to deliver by the deadlines that he committed to, without even trying to re-negotiate those deadlines. I explained how this could affect his credibility as a person and that people could easily misjudge his intention as a result of his actions.

Bruised Egos

Let me pause here to say that it can be difficult to receive negative feedback without being defensive. As humans, we don’t like someone telling us what we’re not doing well. It bruises our egos. And that’s true even if we already know that we have opportunities to improve in those areas.

Let's get back to my colleague. While he thanked me for taking the time to discuss this with him, I could tell that he didn't like what just happened. During the half-hour discussion, he used the phrase, “I take an exception to that” at least twice. He also asked me what right I had to come to him with “accusations” that had no basis. I wasn't his boss, and had no other motive for telling him what I observed, than the concern for the damage to his reputation. He didn't seem to see it that way, however. I left the room wondering if I would ever approach him to discuss anything like that again.

Ask For It

Receiving negative feedback stings, especially when it’s coming from someone that we think has no business giving us such feedback. Our defenses come up against this unwelcomed interference that’s dealing blows to our egos. Early in my career, I was one of those who responded very poorly to receiving such feedback. Much later, I saw that the feedback I was receiving were to my benefit. I realized that those giving me the feedback were not doing it just to frustrate me or make me mad. They were doing it in my best interests! So to take the sting out, I decided to go on the offensive.

When I was a project manager, I started the practice of asking for specific feedback from my project teams, customers, vendors and all others that I had contact with, in the course of executing a project. At the end of each project, I would send each of these people a questionnaire to provide me feedback on how I performed as I led the project. I called it "Stakeholder Feedback". The last question is the only one for which they needed to actually formulate a response, and not just check a box. I ask them, “In your opinion, in what specific ways could I have done a better job while managing this project?” By doing this, I was giving them permission to provide me the kind of feedback that could help me get better. This helped, especially in situations where they had something to say, but were reluctant to do so. It also removed the sting that would have otherwise come from the feedback if it was unsolicited. Over the years, this practice has helped me to be more gracious in receiving constructive feedback, even when I didn't ask for it.

Be Humble in Receiving

Whether solicited or not, receiving negative feedback is not easy. Lashing out or becoming defensive is the natural response of the human nature. First of all, it’s good to make a prior decision not to respond in this manner. Next, you need to continually remind yourself of this decision because you can easily forget in the heat of battle. Finally, carry it through. Whether or not the “attack” is justified, hear the person out.

Leaders especially need to be careful when they ask for feedback. Ensure that you truly mean it, and not paying lip service to your request for true constructive feedback. Those you lead will know if you’re a phony right away. I used to be part of a team where the leadership talked about having an open door policy, and admonished the team to have the courage speak up. But any voice of dissent was quickly silenced. They didn't listen and internalize what they heard before responding. The result was that many who had real, helpful feedback kept quiet, and said nothing.

Give Thanks

Irrespective of how ridiculous the feedback seems, or how angry you are at the time of receiving it, thank the person for having the courage to speak up. This is especially true if they're not in a position of authority over you. Let them know how much you appreciate the fact that they have your best interests at heart. Take a few days to think about it, and if necessary, approach them later to ask clarifying questions. As you do this, you are demonstrating that you are coach-able, and will listen. In many cases however, feedback tells you more about the person giving it than about you.