CAREER
Manners maketh
management Consideration for others reflects well on you as a leader, demonstrating confidence and authority.
We’re all familiar with the power of good manners in customer service. If we have to make a complaint or raise a concern, a few simple please, thank yous and apologies can transform a negative experience into a positive one.
But what place do manners have in management? Does kind- ness really matter when we’re under pressure to perform?
Debrett’s Academy director Rupert Wesson explains why the power of politeness should not be underestimated by those in leadership roles.
Leading by example
As a manager, you may not deal directly with customers, but don’t underestimate the example you’re setting to your team Asking about a colleague’s weekend, remembering their chil- dren’s names and inviting them to contribute in meetings will foster a culture of politeness and courtesy that will have a trickle-down effect on client interactions.
A curt manner, conversely, gives your staff permission to adopt the same approach with their clients and colleagues.
Kindness equals confidence Professionals in leadership roles may fear that showing courtesy to those they manage will undermine their authority. In fact, the opposite is the case. Consideration for others reflects well on you as a leader, demonstrating confidence and authority. When introducing yourself to an interviewee, for example, courtesy dictates that you deploy a firm handshake, eye contact and a warm smile. These techniques also support the image of a confi- dent leader.
Polite persuasion From a young age, we’re taught to “ask nicely” to get what we want, and this same approach applies when persuading staff to carry out our instructions. Saying please, expressing sympathy for an individual’s workload and thanking him or her once a task is complete will ensure that a duty is performed promptly and effectively. Couching any criticism with courtesy can also ensure it is more clearly understood. Delivering negative feedback with sensitivity will help the recipient to take it on board and prevent them from feeling discouraged and disincentivised.
Manners for morale According to Forbes:“bad manners at work can be bad for business by negatively affecting employee morale and productiv- ity.” Practising politeness maintains positive relationships with your staff and gives them confidence in their abilities. It also has a positive influence on the atmosphere of an office, fostering collaboration and productivity at large. A kind demeanour and an ability to curb any frustration will also make you more ap- proachable. If a staff member is afraid to tell you about a mis- take, that hidden error may soon develop into a business nightmare.
Good manners also improve staff retention. Fortunemagazine has shown that the most common reason why employees re- sign is a dislike of their boss. Insensitivity to our staff, even under pressure, can be very discouraging and may send staff mem- bers looking for opportunities elsewhere. Showing courtesy and kindness in the workplace will see it reciprocated in loyal and motivated employees.
Rupert Wesson is Debrett’s Academy Director and coaches private and corporate clients in confidence, communication and leadership skills. He can be contacted at
rupertwesson@debretts.co.uk. Read more about Debrett’s group courses:
www.debretts.com/academy/group-courses
32 FOCUS The Magazine July/August 2018
www.focus-info.org
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