Success Advice
Here’s How to Command Respect in Any Situation
Everybody craves respect, but not everyone gets it.

Everybody craves respect, but not everyone gets it. Only the deserving get respect, while the rest get what they ought to.
Some people often think that they can command respect based on their titles and positions. However, that is only temporary and does not come from people’s hearts. Hence, in this regard, we will discuss how to command respect from others.
John Bytheway rightly remarked, “It is better to be respected than it is to be popular. Popularity ends on yearbook day, but respect lasts forever.” Leaders earn respect when they really deserve it. Manipulation does not help you earn respect, and coercion does not work. Leaders must show genuine warmth to influence others.
In today’s world, people crave to be partnered rather than be treated as employees. They like to be empowered rather than be dictated to, to deliver the goods. They like soft leadership rather than hard leadership. Hence, leaders must set an example and influence others.
And if the followers feel that their leaders certainly deserve respect, then they will definitely consider giving them the respect that is due.
Story of Susan—‘I’m The Boss’
Susan was a proud woman working in a research department. She had worked in the research department for nine years. Her previous background experience totaled six years, thus giving her 15 years of experience. Hence, she built her own base within the research department.
Whoever came to the research department had to work with her for some time as per the ‘buddy’ system. In fact, she would guide and groom the new employees irrespective of their experiences in other sectors and companies. So she began demanding more respect from others.
Ron joined the research department after almost 20 years of experience in other companies. As Ron had a passion for research and teaching, he joined the research department to widen his intellectual base and acquire knowledge, as he felt that research was an integral part of teaching.
Ron joined the research department to hone his intellectual base so that he could rejoin academics as a faculty member. However, trouble started pouring in from a few seniors in the research department, who began demanding respect rather than commanding it with their knowledge and skills.
Ron did not appreciate it but continued his work as it was part of the training and he wanted to widen his knowledge base.
Susan was instigated by a few more seniors who were of course junior to her in experience in the research department. Susan behaved with Ron the way she did with freshers who enter employment for the first time.
Ron realized that Susan had been instigated by others, but he also felt that she was more demanding as she was the senior-most in the research department.
Ron had to author two books with the help of seniors from the research department, without which he would not qualify to author books independently. It was a good concept, whereby experienced researchers would guide the new entrants into the department, enabling new employees to learn the nitty-gritty of authoring books.
However, Ron realized that the concept was being exploited by a few seniors within the research department. They did not do any work but would ask the new employees to do all the dirty work, and finally take credit from the top bosses for having guided the new employees.
Ron realized that the entire exercise was not aimed at training the new employees to author books, but was meant to harass them and get the work done, as any failure to do so by the new employee would result in him/her being denied the right to author books independently.
Ron took up this matter of exploitation with the senior officials and also brought to the knowledge of the top people the fact that a good concept was being wrongly utilized by way of blackmail and harassment. However, the senior officials stated that this was the rule.
Finally, Ron thought innovatively and approached experienced researchers from other departments to fulfill his need to author two books with experienced employees. Ron felt greatly relieved to be free of a few researchers, including Susan, who was demanding too much and ragging others in the name of being the senior most.
From this story, it is clear that people in senior positions and/or with experience must command respect from people. They should not demand respect just by virtue of being seniors or more experienced. Titles and positions are temporary. What counts at the end of the day is the impression people leave on others by setting an example and guiding others.
Leaders Command Respect
What goes around comes around. This is the case with respect as well. When you respect others, you earn respect in return. It is like an echo: If you shout something good, you hear something good in return, and vice versa.
Everyone craves respect, and you acquire it through the way you behave and act toward others. Leaders are aware of this precious commodity and don’t work for respect; rather, they work for satisfaction. For them, respect is a by-product, not the end result.
Jim Collins mentions Level 5 Leadership in his book, Good to Great. Most of the top brass in leadership do not look for returns and forget about what to them is the least factor—the so-called respect.
These leaders contribute with their passion to deliver goods and make a difference in whatever they undertake. Hence, most great leaders do not demand respect. However, they command respect because of their passion, humility, and professional will.
People Are Better Judges
Most leaders like Abraham Lincoln, Benjamin Disraeli, Mahatma Gandhi, Martin Luther King Jr., and others earned respect due to their practices and values. They never demanded respect. On the contrary, they commanded respect.
When M. K. Gandhi was titled Mahatma (super soul), he flatly rejected it as he had never sought such titles and honors. He did what he strongly believed in, and which was appreciated by the world.
Hence, leaders must walk their talk irrespective of the results and consequences to earn respect. In this civilized and modern world, people are better informed and aware of what is good and bad, unlike in the past, where everything was kept under wraps and people groped in the darkness.
People are the final judges and evaluators; they spot and decide who the leaders are and show them respect.
Respect must be earned, not asked for. The assumption that leaders will be respected based on their positions and titles is a myth. Leaders are respected based on how they treat everyone around them, regardless of position.
More than their words, it is their actions and demeanor that command respect from others. Leaders must follow the open-door policy to earn respect from others. They must also walk their talk to influence people, and get them to execute their tasks.
To summarize, as people get the government they deserve, leaders get the respect they deserve. Don’t take respect for granted just because of your position. People are wiser these days and know how to judge others, and they respect only the deserving.
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Struggling to keep your team engaged? Here’s how leaders can turn frustrated employees into loyal advocates.

In workplaces around the world, there’s a growing gap between employers and employees and between superiors and their teams. It’s a common refrain: “People don’t leave companies, they leave bad bosses.”
While there are, of course, cases where management could do better, this isn’t just a “bad boss” problem. The relationship between leaders and employees is complex. Instead of assigning blame, we should explore practical solutions to build stronger, healthier workplaces where everyone thrives.
Why This Gap Exists
Every workplace needs someone to guide, supervise, and provide feedback. That’s essential for productivity and performance. But because there are usually far more employees than managers, dissatisfaction, fair or not, spreads quickly.
What if, instead of focusing on blame, we focused on building trust, empathy, and communication? This is where modern leadership and human-centered management can make a difference.
Tools and Techniques to Bridge the Gap
Here are proven strategies leaders and employees can use to foster stronger relationships and create a workplace where people actually want to stay.
1. Practice Mutual Empathy
Both managers and employees need to recognize they are ultimately on the same team. Leaders have to balance people and performance, and often face intense pressure to hit targets. Employees who understand this reality are more likely to cooperate and problem-solve collaboratively.
2. Maintain Professional Boundaries
Superiors should separate personal issues from professional decision-making. Consistency, fairness, and integrity build trust, and trust is the foundation of a motivated team.
3. Follow the Golden Rule
Treat people how you would like to be treated. This simple principle encourages compassion and respect, two qualities every effective leader must demonstrate.
4. Avoid Micromanagement
Micromanaging stifles creativity and damages morale. Great leaders see themselves as partners, not just bosses, and treat their teams as collaborators working toward a shared goal.
5. Empower Employees to Grow
Empowerment means giving employees responsibility that matches their capacity, and then trusting them to deliver. Encourage them to take calculated risks, learn from mistakes, and problem-solve independently. If something goes wrong, turn it into a learning opportunity, not a reprimand.
6. Communicate in All Directions
Communication shouldn’t just be top-down. Invite feedback, create open channels for suggestions, and genuinely listen to what your people have to say. Healthy upward communication closes gaps before they become conflicts.
7. Overcome Insecurities
Many leaders secretly fear being outshone by younger, more tech-savvy employees. Instead of resisting, embrace the chance to learn from them. Humility earns respect and helps the team innovate faster.
8. Invest in Coaching and Mentorship
True leaders grow other leaders. Provide mentorship, career guidance, and stretch opportunities so employees can develop new skills. Leadership is learned through experience, but guided experience is even more powerful.
9. Eliminate Favoritism
Avoid cliques and office politics. Decisions should be based on facts and fairness, not gossip. Objective, transparent decision-making builds credibility.
10. Recognize Efforts Promptly
Recognition often matters more than rewards. Publicly appreciate employees’ contributions and do so consistently and fairly. A timely “thank you” can be more motivating than a quarterly bonus.
11. Conduct Thoughtful Exit Interviews
When employees leave, treat it as an opportunity to learn. Keep interviews confidential and use the insights to improve management practices and culture.
12. Provide Leadership Development
Train managers to lead, not just supervise. Leadership development programs help shift mindsets from “command and control” to “coach and empower.” This transformation has a direct impact on morale and retention.
13. Adopt Soft Leadership Principles
Today’s workforce, largely millennials and Gen Z, value collaboration over hierarchy. Soft leadership focuses on partnership, mutual respect, and shared purpose, rather than rigid top-down control.
The Bigger Picture: HR’s Role
Mercer’s global research highlights five key priorities for organizations:
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Build diverse talent pipelines
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Embrace flexible work models
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Design compelling career paths
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Simplify HR processes
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Redefine the value HR brings
The challenge? Employers and employees often view these priorities differently. Bridging that perception gap is just as important as bridging the relational gap between leaders and staff.
Treat Employees Like Associates, Not Just Staff
When you treat employees like partners, they bring their best selves to work. HR leaders must develop strategies to keep talent engaged, empowered, and prepared for the future.
Organizational success starts with people, always. Build the relationship with your team first, and the results will follow.
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