8 Keys To A More Respectful Workplace - Telephone Doctortelephonedoctor.com/userfiles/WorkBooks/8-Keys-to... · Training Outline: 8 Keys to a More Respectful Workplace I. Introduction

8 Keys To A More

Respectful Workplace

Leader’s Guide

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8 KEYS TO A MORE RESPECTFUL WORKPLACE LEADER’S GUIDE

©Telephone Doctor, Inc., St. Louis, MO 63044, USA 2

CONTENTS The Goal of the Course and Course Objectives ................................................................................................ 3

Training Outline: 8 Keys to a More Respectful Workplace ................................................................................ 4

Before You Begin: Tips for Trainers ................................................................................................................... 5

Buy-in Activity ~ Participant Quiz ....................................................................................................................... 7

Introduction ......................................................................................................................................................... 8

Key Point #1: Act Ethically ............................................................................................................................... 10

Key Point #2: Disagree Constructively ............................................................................................................. 13

Key Point #3: Stop Workplace Harassment ..................................................................................................... 16

Key Point #4: Champion Diversity ................................................................................................................... 18

Key Point #5: Neutralize Bullying ..................................................................................................................... 21

Key Point #6: In Doubt? Find Out! ................................................................................................................... 24

Key Point #7: Listen for Understanding ........................................................................................................... 27

Key Point #8: Demonstrate Appreciation ......................................................................................................... 30

Recap ............................................................................................................................................................... 32

Before They Go ................................................................................................................................................ 34

Buy-in Activity ~ Quiz Answers ........................................................................................................................ 35

Key Points ........................................................................................................................................................ 37

Instructor’s Notes ............................................................................................................................................. 42

About Telephone Doctor, Inc. Customer Service Training

Telephone Doctor, Inc. is a St. Louis based customer service training company that offers products and techniques designed to improve the service skills of customer contact employees. Through DVDs, web-based courses, books, audio programs and instructor-led workshops, Telephone Doctor, Inc. has helped tens of thousands of organizations increase revenue, improve customer satisfaction ratings and reduce employee turnover. For additional information, please visit www.telephonedoctor.com.

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The Goal of the Course: 8 Keys to a More Respectful Workplace The goal of this series is to raise awareness of the poor team dynamics that can result from leaving these eight disrespectful behaviors unchecked. Most of us spend a good amount of time at work. This makes the environment at work especially important to us. So, what’s the difference between an OK place to work and an amazing place to work? Is it the compensation? The benefits? The location? Well, those are certainly important, but for most of us, what distinguishes an OK workplace experience from a truly great one is the culture. It’s the way we feel when we walk in the doors and greet our colleagues. It’s the vibe, the energy, the spirit of our organization. Now consider the difference between an OK work environment and a terrible one. Imagine what it’s like to work someplace where you feel you don’t belong. Can we expect someone to do their best work if they feel threatened, unhappy or unsafe? Would any of us want to be in an environment where we can’t trust our colleagues and managers or where we feel ignored, misunderstood and disrespected? No chance. Given the choice, most everyone would prefer a more respectful workplace, but what does that really mean? What is it that happens in great organizations that makes the experience of working there so uplifting, so supportive and so positive? For most of us, the answer comes down to how we’re treated. We do our best work, thrive and succeed when we feel free to be ourselves and are respected and appreciated.

Objectives: Participants who successfully complete this series of courses should be able to demonstrate:

An awareness and understanding of the various components that comprise a respectful workplace identified in this series.

An understanding of the importance of modifying personal conduct that might happen to correspond to any of the behaviors in this series.

The long-term value of this program creates a need to utilize the content in a variety of different uses. The following outline is based on a more traditional approach of showing the program in its entirety, then participating in discussions. Additional uses include:

One Key Point at a time during a staff meeting

A single segment as a buy-in activity

Individual Key Points to add another dimension to other training programs



Training Outline: 8 Keys to a More Respectful Workplace I. Introduction to the Topic (See “The Goal of the Course” on page 3) (2 min.)

A. State the goal of the course in your opening comments

B. Include the class objective. Ask a volunteer to read the 'Goals and Course Objectives' on page 3 to the participants.

II. Getting Acquainted (see “Before You Begin: Tips for Trainers” on pages 5-6) (15 min.)

A. Introduction of trainer

B. Use an icebreaker activity or buy-in activity

C. Administer the buy-in activity quiz (Page 7; answers on page 39)

III. View Program: 8 Keys to a More Respectful Workplace (50 min.)

IV. Application of Key Points (40 min.)

A. For each key point:

♦ Ask the class discussion questions provided in the Leader’s Guide

V. Wrap Up (see “Before They Go” on page 38) (15 min)

A. Select method of review

B. Use a commitment activity

C. Ask participants to complete evaluation

NOTE: The normal total length of this class is approximately 2 hours using the key point discussion questions only. Depending on the time available and with some imagination, the training can be as short as only watching the program or extended to a full day session.



Before You Begin: Tips for Trainers

To help participants receive the maximum benefits from this course, here are some tips for success:

Assemble Learning Resources

■ Locate DVD program 8 Keys to a More Respectful Workplace and companion CD that includes the PowerPoint presentation.

■ Using the PowerPoint presentation for attendees will greatly enhance the training. (To customize your training materials, your organization logo may be inserted into the PowerPoint presentation.)

■ You’ll need:

A flip chart, or white board and markers, or chalkboard and chalk. Also have paper and writing instruments available for note taking and activities.

Media equipment: TV with DVD player or computer with DVD drive, speakers and screen or wall.

Create a Comfortable Learning Atmosphere

■ Choose a comfortable, well-lighted room with no distractions.

■ Arrange straight tables in a U-shaped set-up or use round tables. Either way, it is important that each participant be able to make eye contact with other participants.

■ Use name tents or name tags for participants.

■ Encourage note taking for reinforcement purposes.

■ Introduce yourself. Give the participants a brief sketch of your background, your experience and how you relate to the training subject. The more comfortable the participants are with you, the more effective you will be in facilitating their learning.

■ Allow the participants to get comfortable with each other. Use self-introductions or icebreaking exercises to get the group relaxed.

1. The participants can use your introduction as a model, which will help them overcome any natural reluctance to talk about themselves.

2. Divide the class into groups of two. Give each pair of participants a few minutes to interview each other. Each one in turn introduces his or her partner to the group. This will speed the process of getting the participants to function as a group.

3. Multiple sources for icebreaker exercises exist. Bring your own or visit your favorite bookstore or local library for ideas.

■ Schedule breaks as needed.



Before You Begin: Tips for Trainers (Cont.)

Create a Comfortable Learning Atmosphere (Cont.)

■ Acquaint the participants with “housekeeping” items. Advise the participants regarding the important features of the training environment (e.g., location of restrooms and lounge facilities, breaks, etc.).

■ Establish clear goals. The specific learning objectives for this class are included in the Leader’s Guide (page 3). Keep in mind that the clearer the participants’ understanding of their objectives, the more likely it is that they will achieve those objectives.

Involve the Participants

■ Choose the segments of the program that best meet your needs. Decide the viewing

method that works best (start/stop, all inclusive, minus the review segment, etc.).

■ Verify participant understanding by asking questions. They should do most of the work. Resist the urge to take over. Facilitate, but don’t dominate. Ask questions, coax answers, encourage give and take.

■ Encourage involvement of the participants by beginning questions with phrases such as:

“What did you think about that?”

“Tell me what you just saw.”

“How do you relate to that vignette?”

“That was interesting; what was your take on it?”

“What were your initial impressions?”

“How did that segment make you feel?”

■ Reduce participants’ apprehension by positively reinforcing their comments with statements such as:

“That’s interesting; tell me more about what you mean.”

“I hadn’t considered that angle yet.”

“Good point.”

“Okay, thanks for sharing that with us.”

“That’ll be one of the things we need to consider.”

“I really like your insight.”

“That’s sure a unique perspective. Who else has some ideas?”

■ Reward participants for their enthusiastic participation. Prizes are always coveted.

NOTE: Telephone Doctor encourages you to create your own Skill Practices for each Key Point to simulate issues specific to your organization.



Buy-in Activity ~ Participant Quiz

Before watching the DVD program for 8 Keys to a More Respectful Workplace, ask participants to answer the quiz questions below to the best of their ability. Then, review answers as a group.

1. You show others courtesy by:

a. Considering their feelings. b. Considering their best interests. c. Using respectful words and deeds. d. All the above.

2. All workplace conflicts are inherently disastrous. There really is no room for disagreement in the organization if you hope to accomplish anything.

a. True. b. False.

3. Using the “reasonable person” standard, harassment usually is identified by the intentions of the so-called harasser and not by the recipient of the “harassment.”

a. True. b. False.

4. Every one of us is an example of workplace diversity.

a. True. b. False.

5. Bullying behavior is just annoying, but not a serious issue.

a. True. b. False.

6. If you are in doubt about how someone wants to be treated, you can:

a. Guess what they want and hope for the best because you mean well. b. Make a joke about the situation and if they get offended, well, too bad. c. Ask them in a way that shows you really want to understand their needs and

preferences. d. Ask them in a way that lets them know you are annoyed by anything that might be

different from your own needs and preferences.

7. The best way to handle disagreement in a conversation is to:

a. Try and come up with the best attack while the other person is still speaking. b. Make sure the other person feels vulnerable. c. Push hard to win, so the other person loses. d. Listen carefully to understand so we can learn, collaborate and come to an agreement.

8. As long as you recognize a person when they achieve something great, you won’t need to worry about their feelings so much at other times.

a. True. b. False.



Introduction Discussion Questions

1. Which of the following did our course point out as the one thing that truly makes the difference between an “okay” place to work and an “amazing” place to work? A. The compensation. B. The benefits. C. The location. D. The culture.

Feedback: Indeed, the culture of the organization is the characteristic more often mentioned as most

important to employees. It is the one thing that truly separates a mediocre organization from one that is amazing. It’s the way we feel when we walk through the door and greet our colleagues.

2. Given a choice, most everyone would prefer working in a more respectful workplace.

A. True. B. False.

Feedback:

This is a true statement. As you saw in the video segment, it’s respect that makes an organization great and creates an environment where people enjoy doing their best work.

3. Feeling threatened, unhappy or unsafe is a reason to not do your best work.

A. True. B. False. Feedback:

According to the narrator in the video segment, feeling threatened, unhappy or unsafe at work usually means you can’t trust your coworkers or your management and this makes it difficult to be productive.



Introduction (Cont.) Discussion Questions (Cont.)

4. For most of us, the way we are treated is what makes a work experience uplifting and positive. A. True B. False Feedback: As you saw in the video segment, we are more likely to thrive and succeed in an environment where we feel respected and appreciated. It makes for a very uplifting and positive experience when we work in an environment where we are encouraged to apply our unique experiences, skills and talents to the work we do.

5. As seen in the video segment, the goal of making the organization more respectful falls squarely on the shoulders of management and management alone. A. True. B. False.

Feedback:

Our narrator explained how this responsibility belongs to each and every one of us in the

organization, so this is false. What you actually saw in the video segment was that each of us has the ability, and the responsibility, to do our part to ensure our work environment is a place where we all feel valued and respected.

KEY POINTS:

The culture of an organization is what distinguishes an “okay” work experience from a truly great one.

Given the choice, most everyone would prefer a more respectful workplace.

No one can be expected to do their best work if they feel threatened, unhappy or unsafe.

How we’re treated is the thing that can make a work experience uplifting, supportive and positive.

Each team member has the ability, and the responsibility, to do their part to ensure the work environment is a place where everyone feels valued and respected.



Key Point #1: Act Ethically

Discussion Questions

1. You only need to play by the rules when dealing with the boss.


There is no room for discrimination or unfair treatment of another in the workplace, regardless of the other person’s role. Fairness is a basic standard under which we’ve agreed to operate with regard to everyone, no matter their role in the organization.

2. Trust is not such an important factor when it comes to your coworkers.

A. True. B. False.

Feedback:

As we learned in the video, shading the truth in one situation undermines someone’s credibility across the board. This erodes trust and breaks bonds between coworkers, and that creates an unproductive atmosphere. Knowing that we can trust each other not to lie, cheat or steal is basic to being able to work productively together.

3. When we say someone has integrity, we mean:

A. They are really stylish and good looking. B. They can be trusted to keep their promises. C. We admire them for always doing what they want, even if it means they went back on a

promise to do something else. D. It’s okay if they change their mind about something they promised us but didn’t tell us. Feedback:

Following through on promises builds trust and a healthy work environment. This is the very definition of integrity. Though there may be many other reasons to admire them, if someone makes a promise and doesn’t keep it, our ability to trust them next time is undermined and they lose integrity. It’s never okay to make a promise and then do something else without first discussing it and reaching a new and mutually acceptable agreement.



Key Point #1: Act Ethically (Cont.)

Discussion Questions (Cont.)

4. You show others courtesy by: A. Considering their feelings. B. Considering their best interests. C. Using respectful words and deeds. D. All the Above.

Feedback:

All the Above is the complete answer. These three actions work together to show respect, civility and good manners or, in a word, courtesy. Consideration of another’s feelings and best interests are definitely ways to show courtesy, as well as using respectful words and deeds.

5. Which of the following is true when it comes to transparency in ethical decision-making? A. The primary enemy of ethical decision-making is secrecy. B. If nobody sees you, it’s not necessary to be ethical. C. Transparency is important in the workplace with our colleagues but not necessary with our

friends and family members. D. Secrecy builds relationships that are ethical, respectful and productive. Feedback:

Transparency, and the assumption of visibility, keeps behavior courteous and aligned with teamwork and achievement of common goals. We should act like every decision we make will be widely known---because it may be so, and we want to be known for acting on ethical core values at all times. The core values that guide our ethical decisions in the workplace are equally important in our personal life. All relationships thrive in a transparent environment. Secrecy is the primary enemy of ethical decision-making. Secrecy allows unethical behaviors to develop and undermine relationships.



Key Point #1: Act Ethically (Cont.)


KEY POINTS:

Play by the rules. o Be fair in the decisions you make. o Treat everyone fairly, regardless of their position in the organization.

Always tell the truth. o Be honest, even if it isn’t always easy or convenient. o Honesty includes being trusted not to lie, cheat or steal.

Keep your promises. o Work with integrity so people can count on you. o Do what you say you will do. o Don’t do what you say you won’t do.

Treat others with courtesy. o Respect their feelings and best interests. o Politeness is the starting point. o Courtesy is shown with words and deeds that will be perceived as respectful.

Assume your actions will become widely known. o Anticipate transparency. o Act in a way to model workplace relationships that are ethical, respectful and productive.



Key Point #2: Disagree Constructively


1. All workplace conflicts are inherently disastrous. There really is no room for disagreement in the organization if you hope to accomplish anything. A. True. B. False.

Feedback:

In the video segment, you heard the narrator state that conflict is a natural part of human interaction and can happen in every conceivable situation. It happens in our work and personal lives. Being able to handle disagreements in the right way is essential to resolving conflict and turning it into something constructive.

2. When you see yourself as the victim in a conflict, you may feel any of the things below. Which of the following was not mentioned in the video segment? A. You may feel entitled to get even. B. You may think you should strike back. C. You may hope that the other person gets fired from their job. D. You may decide to seek justice.

Feedback:

Depending on how intensely you feel you are the victim, you may well wish that the other person in the conflict will lose their job, but this was not mentioned in the video segment, which makes this the correct response. If you see yourself as the victim of unfair treatment, then you certainly might feel entitled to get even or if you feel you have been wronged, then you truly might think you should strike back. And if you feel bad decision-making on the part of the other person is to blame in this situation, then you may decide to seek justice.

3. Rather than viewing a conflict as a contest where you’re competing to prove who’s right and who’s wrong, you need to seek common ground if you are going to have a chance at a positive outcome. A. True. B. False.



Key Point #2: Disagree Constructively (Cont.)


Feedback:

This is certainly a concept you saw in this module. Approaching the conflict honestly and acknowledging your differences can help you to find the common ground you need to resolve the dispute in a positive way. This module certainly points out that competing to prove the other person is wrong means you may never arrive at a collaborative process that is needed if the conflict is going to be resolved in a positive manner.

4. The best way to resolve a disagreement with someone is to listen to understand other points of view and not just your own. A. True. B. False.

Feedback:

This is indeed a concept you saw in this video segment. The alternative to this is to attack another point of view and this will get you nowhere. A “meeting of the minds” is needed to resolve most conflicts. A show of respect to the other person’s point of view will make it much more likely that the disagreement will be resolved positively.

5. According to the video segment, what should you do if you find yourself in a conflict where

you’re unable to resolve things respectfully? A. Stand your ground. When the other person is unwilling to meet you halfway, it’s important

that you stand firm. This show of strength will garner more respect. B. Give in to the other person. Nothing is worth an ongoing conflict. C. Let the situation “marinate” for a while. Perhaps someone will come up with a solution if they

just step back and wait a while. D. You should contact a trusted manager or your human resources department to get

help in finding a positive solution.

Feedback:

What you saw in the video segment was the instruction to find help to resolve a conflict that you are having trouble managing on your own. A trusted manager would be a good place to start or, if necessary, you might need to go see your Human Resources department for help.



Key Point #2: Disagree Constructively (Cont.)


KEY POINTS:

Any conflict can be positive or negative, depending on how it is handled.

If you see yourself as the victim in a conflict, you are likely to feel entitled to seek retribution and justice – not a positive resolution.

Conflicts shouldn’t be contests where you’re competing to prove who’s right and who’s wrong. When you respectfully acknowledge your differences and seek common ground, there’s a better chance you’ll arrive at a positive outcome.

If you listen to understand other points of view rather than for ways to attack them, you’re more likely to resolve your disagreement.

If you are unable to constructively resolve a conflict – get help.



Key Point #3: Stop Workplace Harassment Discussion Questions

1. Using the “reasonable person” standard, harassment usually is identified by the intentions of the so-called harasser and not by the recipient of the harassment.

A. True B. False

Feedback:

According to this course, the “reasonable person” standard is employed to validate how the recipient of the behavior feels. This is the way harassment is identified – not by the intentions of the harasser. If someone feels they’re being harassed, they probably are.

2. In the video segment, you saw that the reasons people can be targeted for harassment included

which of the following? A. Race or ethnicity. B. Religion. C. Gender or sexual orientation. D. All the above.

Feedback:

Each of the above is a reason that someone may become the target of harassment.

3. In the video segment, the narrator made it clear that, if someone tells you to stop behaving a certain way because it makes them feel uncomfortable, harassed, persecuted or negatively pressured, then you should just STOP. A. True. B. False.

Feedback:

This is a true statement. The person who feels the harassment is the one who gets to say that it is indeed harassment and the burden is on you to immediately STOP the behavior in question.



Point #3: Stop Workplace Harassment (Cont.) Discussion Questions (Cont.)

4. If you are the one experiencing the harassment, then the best thing to do is to go straight to the police and file a report. A. True. B. False.

Feedback:

What our course suggested is that you have the right and responsibility to clearly let the harasser know that you want the behavior to stop. If the behavior continues once you’ve made it clear that you want it to stop, then it is time to seek help. Speak with someone in HR or a manager who can step in and take the next step.

5. Our narrator made it very clear that, if you see harassment going on between two other people

and you yourself are not involved, then it’s best to mind your own business so as not to embarrass or offend another coworker. A. True. B. False.

Feedback:

In the video segment you viewed, our narrator made the point that ignoring what is going on will only encourage and enable more of that kind of inappropriate and damaging behavior. The advice given was to support the colleague who is feeling harassed and help make the harassment stop.

KEY POINTS:

Harassing behavior is normally determined by how the recipient of the behavior feels, not the intentions of the harasser.

Harassers can target people because of their gender, ethnicity, religion, sexual orientation, race, disability or other perceived difference.

If you’re told your behavior is perceived as harassing – stop it.

If you feel you are being harassed – tell the person to stop or seek help from management to make the behavior stop.

If you see behavior that looks like harassment, support the victim of the behavior and quickly take action to help them make it stop.



Key Point #4: Champion Diversity


1. As you witnessed in the opening portion of the video, today’s workplace is made up of teams that can be quite diverse in terms of generations, genders, ethnicities, lifestyles and physical abilities. You should not expect too much diversity in terms of religion, however.

A. True. B. False.

Feedback:

In fact, religion was mentioned as a way in which the members of your team at work can be very diverse. Because of changing demographics, you may work with people who are, in many ways, quite different from yourself.

2. According to the video segment you viewed, if you can at least tolerate the differences between

team members, that is all that’s really required to make your team successful. A. True. B. False.

Feedback:

You don’t learn from someone you are simply tolerating. You won’t collaborate effectively with someone you consider deficient or less than you are, so tolerance is definitely not enough. Tolerance is not something to pat yourself on the back for. That is the bare minimum – the starting point.

3. Which of the following are ways that working with people of different backgrounds and

experiences can be influential to our organization’s success, as mentioned in the video?

A. Working with people of different backgrounds and experiences offers an opportunity to learn things that are important to our organization.

B. We learn to see things as our customers do, because they can be just as diverse as our coworkers.

C. If we want to thrive, we must strive to always be improving, which means that we need to be open to a wider pool of talented people and their diverse experiences and skills.

D. All of the above.

Feedback:

All of the above were mentioned in our video as a benefit to having a diverse workplace. Championing diversity means celebrating and learning from our differences to make our organization more successful.



Key Point #4: Champion Diversity (Cont.)


4. The narrator in the video listed some examples of things that may make it seem challenging to

work with certain people. Which of the following was NOT in that list?

A. People who have come from different cultures. B. People who may embrace different beliefs and traditions. C. People who have grown up as part of a different generation. D. People with a different gender identity.

Feedback:

Although the narrator mentioned those of a different gender from ourselves, a different gender identity was not specifically mentioned as something that makes it difficult to work with other people. Because of deeply held beliefs, however, this may, in fact, be the case.

5. Every one of us is an example of workplace diversity. A. True. B. False.

Feedback:

This is actually a true statement. We must be respectful of our colleagues – regardless of age, gender, sexual orientation, ethnicity, religion or any other distinguishing characteristics. This is essential if we’re to work together as an effective team.



Key Point #4: Champion Diversity (Cont.)

Discussion Questions (Cont.) KEY POINTS:

Today’s workplace is made up of teams involving a wide diversity of:

o Generations o Genders o Ethnicities o Religions o Lifestyles o Physical Abilities

Tolerance of those who are different from us is not enough. Our organization benefits most when we CHAMPION diversity.

We can improve our effectiveness by embracing an inclusive approach at work.

Let go of stereotypes and preconceptions to benefit from the experiences and strengths of those who are different from you.

We are all examples of workplace diversity in one way or another.

All people deserve to be treated with respect, including those with different experiences, perspectives and behaviors from what we find familiar.



Key Point #5: Neutralize Bullying


1. You can spot a bully immediately because they are always a person of larger size. A. True. B. False. Feedback:

This statement is false. Bullies come in all sizes, genders and workplace roles. Also, a bully can be a customer, colleague or manager. In fact, bullying is a behavior and not dependent upon the size of the person doing the bullying.

2. Bullying behavior is just annoying but not a serious issue.

A. True. B. False.

Feedback:

Bullying is a serious issue that can result in a toxic workplace with loss of productivity, low morale, high turnover and even risk to employee health or safety. Bullying is not just an annoyance, but causes harm to a respectful and productive workplace.

3. According to what you saw in the video segment, which of the following should you do if you are

bullied or if you witness someone else being bullied? A. Do nothing and just ignore it. B. Go along with it or even join in with the bully. C. Take safe action to stop it. D. Call the police.

Feedback:

You should take safe action to stop the bullying. Safe action includes standing up to the bully if you perceive no additional risk for doing so. If you do not feel safe doing that, then get help from a mentor or manager. Victims and witnesses often do nothing because they feel intimidated, but this approach does nothing to stop the abusive behavior. Going along with a bully who is tormenting someone else, or even joining in, makes you a bully too and solves nothing. Although it is possible that calling law enforcement may be needed in the most extreme cases of bullying, most cases will not require such an action. This was not a recommendation you would have seen in the video segment.



Key Point #5: Neutralize Bullying (Cont.)


4. What are some things to do to document bullying behaviors if you need to involve management? A. Keep a record of the instances of abusive behavior. B. Log what was said and when and by whom and to whom. C. Focus on the facts surrounding any incidents, including the names of witnesses who can

verify your account of what happened. D. All the above.

Feedback:

The most complete and correct answer is “All of the Above” which gives a complete picture if management needs to become involved. A factual account of any episodes of bullying is one of the critical elements in reporting it. Record bullying in writing quickly while the information is fresh in your mind or maybe even with a cell phone camera, if that is a safe option. Keep a log of everything that is said and done, when, and by whom and to whom. Note the date, time, duration and even how it made you feel.

5. If you witness another person being bullied, you should take action.

A. True. B. False.

Feedback:

Absolutely you should take action either at the time of the incident, if that feels safe, or by documenting and reporting to a mentor or manager. Early action can keep a situation from spinning out of control and help protect employee health or safety. Just standing by or even going along with a bully hoping that you will be spared does nothing to stop the behavior and its toxic effects on the workplace.



Key Point #5: Neutralize Bullying (Cont.)


Bullying is a behavior and not limited to a single stereotype. Bullies come in all sizes, genders and workplace roles including customers, colleagues and managers. They can use a wide range of tactics to intimidate, humiliate and subjugate their targets.

Bullying should never be tolerated by the victims or witnesses. Don’t try to appease a bully. They’re cowards and count on you submitting to their attacks. If you feel safe doing so, stand up to them and tell them to stop.

Document what’s happening, focusing on the facts. If the behavior doesn’t stop, seek help or remove yourself from the situation. Don’t stay in a disrespectful environment or submit to mistreatment.

If you are aware of bullying at work, intervene early to help the target stand up to the bully and stop the abuse.

If you yourself may be guilty of bullying others – stop!



Key Point #6: In Doubt? Find Out!


1. The Golden Rule (“Do Unto Others As You Would Have Them Do Unto You”) is a concept that is common to belief systems and societies worldwide, so you can’t go wrong if you just follow it. A. True. B. False.

Feedback:

Treating others the way we wish to be treated is a great start, but we must understand what respectful treatment means to others and act accordingly to employ The Golden Rule appropriately in each situation.

2. Everyone likes to be treated the same.

A. True. B. False.

Feedback:

Not everyone understands respect in the same way we do or wants to be treated the way we want to be treated. As we learned in the video, people with backgrounds different from our own may have a different idea of what is respectful.


A. Guess what they want and hope for the best because you mean well. B. Make a joke about the situation and if they get offended, well, too bad. C. Ask them in a way that shows you really want to understand their needs and

preferences. D. Ask them in a way that lets them know you are annoyed by anything that might be different

from your own needs and preferences.

Feedback:

Ask them, because there is no better source for the correct information. When you ask, be sure to use the tone of voice and body language that will communicate that you are sincere in requesting this information. Our modern communities are composed of people with varied backgrounds and expectations, and we should expect and respect that others will have different needs and preferences from our own.



Discussion Questions Key Point #6: In Doubt? Find Out! (Cont.)


4. Which of the following should you do if you unintentionally offend someone? A. Apologize and explain your good intentions. B. Ask for information about what they need and want. C. Do things differently in the future. D. All the Above.

Feedback:

All the Above is the correct and complete answer. Each of the choices will build on each other to correct an offensive situation with someone and then help to avoid a repeat of the offense. An apology will almost always begin the process of getting a misstep back on course. Find out from the person what they would prefer, listen closely and ask for clarification on anything about which you may be unclear. An apology contains the unspoken intention of doing things differently in the future, so this is definitely a recommended action.

5. We build trust with others when they believe we value them. Based on what you saw in the

video presentation, which of the following actions will help to build trust with others? A. If, through our words and actions, they feel safe and understand we mean no

disrespect and are not trying to cause them embarrassment or harm. B. They overhear us making fun of them to another person. C. Dismissing their feelings and concerns. D. Arguing with them trying to convince them that your way is better.

Feedback:

Feeling safe is critical to trust. Making fun of someone behind their back is hurtful and erodes trust. Dismissing someone’s feelings and concerns shows that we do not value them. This creates hard feelings rather than building trust. Respectful treatment must include acceptance of individual differences. Debating someone about these differences and trying to force them to accept our own standards shows a basic lack of consideration and respect. Trust can never grow from this action.



Key Point #6: In Doubt? Find Out! (Cont.)


KEY POINTS:

It’s possible to offend or mistreat someone without meaning to do so.

o Merely good intentions are not enough. o Empathy and effort can help turn around a situation that has offended.

If your intention is to treat someone with respect, treat them as they want to be treated, which may be different from how you want to be treated.

o Something that is unimportant to you may, in fact, be very important to someone else. o The Golden Rule takes into consideration the other person’s standards.

If you are in doubt about how someone wants to be treated, ask them.

o There is no better source of information than the person in question. o There is no better way to find out what the other person wants than to ask.

If you unintentionally offend someone, apologize for your misguided efforts, explain your intent and then change your behavior in the future.

o A speedy and sincere apology goes a long way to recovering goodwill. o Convey sincerity not just through words but also tone of voice and body language.

Build trust by showing you care.

o Sharing something about yourself is a friendly overture. o Offering appropriate support and assistance is positive and respectful.



Key Point #7: Listen For Understanding Discussion Questions

1. There is one, main goal when speaking and listening. A. True. B. False.

Feedback:

Speaking and listening are two different, related activities and each one has its own particular goal. There are actually two primary goals in speaking and listening. We want to ensure understanding. We need to be sure we’re receiving the message the other person is sending, and that they, in turn, understand us. And we want to make a connection with the other person.

2. There is no difference between a debate and a conversation.

A. True. B. False.

Feedback:

A debate and a conversation have very different purposes. In a debate, we’re trying to win. In a conversation, we’re trying to learn, collaborate and come to an agreement.


A. Try and come up with the best attack while the other person is still speaking. B. Make sure the other person feels vulnerable. C. Push hard to win, so the other person loses. D. Listen carefully to understand so we can learn, collaborate and come to an

agreement.

Feedback:

Listening carefully to understand is the correct response. Otherwise there is a good chance we will be making assumptions that are incomplete or incorrect, wasting valuable time and energy. Listen to understand, so we can learn, collaborate and come to an agreement. There should be no winners or losers in respectful communication.



Key Point #7: Listen For Understanding (Cont.) Discussion Questions (Cont.)

4. From the video segment, what are some of the ways we learned to listen for understanding? A. When listening to an opposing point of view, try to understand the other position first, before

formulating a reason to disagree. B. Try paraphrasing what we think was said and ask the other person to confirm that we have

understood the point. C. Reflect or echo back what we’ve heard and ask the other person for verification. D. All the above.

Feedback:

All the above is the correct and complete answer. Good listening skills will reduce misunderstanding and show respect. It is hard to genuinely hear what someone is saying if we’re busy formulating a response in our head while they are talking. Paraphrasing what we think was said shows that we indeed are listening, as does asking the other person to confirm that we have understood the point. Reflecting or echoing back what we’ve heard and asking the other person for verification shows we want to understand their point of view.

5. Building trust in our communications is based on an atmosphere of respect. Based on what we learned from the video, which of the following ideas show respect and help to build trust? A. Disagree with the idea and not the person. B. Be sure that the other person understands this is a competition of personalities and not an

expression of ideas. C. Compete and don’t collaborate. D. People are more open to hearing an opposing view or facing criticism of their message if it

comes from someone who is out to get them.

Feedback:

Disagreeing with the idea rather than with the person makes the person feel valued and understood. This eliminates the need to feel defensive. One idea may win out but that doesn’t mean the person with a different idea lost. Focus on ideas and not personalities and be sure your communications in all forms - written, electronic and oral - are delivered with respect. Don’t waste time and energy competing to defeat a colleague, but work to come up with the best answers and do the best work together. We are much more open to hearing opposing views or even facing criticism if the message comes from someone we trust to have our best interests at heart. We need to feel safe when communicating.



Key Point #7: Listen For Understanding (Cont.)


There are two primary goals in speaking and listening.

o Goal 1: That the message being sent is the message being received. o Goal 2: That a connection is being made between the sender and receiver.

When listening to an opposing point of view, try to understand the other position first, before formulating the reasons why you disagree.

To ensure you understand what is being said to you, reflect or echo back what you’ve heard and ask the other person for verification.

To respectfully disagree in a conversation, aim your disagreement at the idea and not the other person to be sure they don’t feel vulnerable or under attack.

All forms of communication - written, electronic and oral - should be delivered with respect.

o We need to feel safe when communicating. o Safety requires trust. o Trust includes knowing our words won’t be used to harm us.



Key Point #8: Demonstrate Appreciation


1. This course opened with the idea that showing appreciation to your management for anything

they do is essential if you don’t want to be taken for granted or even ignored. A. True. B. False.

Feedback:

The concept you saw in the opening moments of this course was that healthy relationships of any kind are built upon trust and one way to build trust in our coworkers is to show them that we care about them and appreciate the ways they contribute to our success. This goes for all our coworkers, not just management.

2. Which of the following was mentioned in our course as a good strategy to aid in building trust in

our workplace relationships and ensure that all interactions remain effective and productive? A. Buying your coworker an expensive birthday gift. B. Recommend your coworker to management for a promotion. C. Ask the mayor to name a special holiday in honor of your coworker. D. Sincere, heartfelt thanks.

Feedback:

A sincere heartfelt thanks is generally all that is required to demonstrate appreciation to a coworker who has contributed to your own success somehow.

3. Whenever you wish to give credit to a coworker for a positive contribution or assistance of some

kind, you should always do it in private so they will be able to see your sincerity, which might not come through in a public setting. A. True. B. False.

Feedback:

In the video segment, you saw Jamal being praised for his extra work in a group meeting. It is important to give praise publicly to build trust and a team spirit.



Key Point #8: Demonstrate Appreciation (Cont.)


4. Recognizing a person for a job well done doesn’t mean that you need to “break the bank.”

Generally, a personal note or small gift will go a long way. A. True. B. False.

Feedback:

It’s true that you don’t really need to be extravagant to express gratitude to a coworker you wish to recognize. Any small gesture of appreciation will go a long way. You’ll be amazed at how far a simple, heartfelt “thank you” will go.

5. As long as you recognize a person when they achieve something great, you won’t need to worry

about their feelings so much at other times. A. True. B. False.

Feedback:

As you saw in the video segment, it’s important always to be encouraging and support your coworkers. This will help build an environment where everyone is able to do their best work.

KEY POINTS:

People are more likely to trust those who sincerely demonstrate caring and appreciation.

A simple way to show appreciation is to thank a colleague when they provide support.

Give credit to those who have earned it, praising publicly where appropriate.

Gestures of appreciation don’t have to be large – a personal note, remembering a special occasion, or giving a small appropriate gift all go a long way.

Be encouraging and supportive.



Recap Discussion Questions

1. According to the video segment you viewed, a culture built on an environment of dignity, trust

and mutual respect has the advantage of being an invigorating and highly rewarding place to work. A. True. B. False. Feedback:

This is a true statement and, given the choice, wouldn’t everyone choose to work in a more supporting and respectful culture? As the narrator mentioned in the video segment you viewed, this is the core concept you should take from this course series. Cultures built on these pillars do have the advantage of being invigorating and highly rewarding environments.

2. As you saw in the video segment, a respectful work environment is naturally-occurring. We

simply need to get out of the way and let it happen.


What you actually saw in the video segment is that respectful work environments aren’t normally naturally-occurring. A culture of respect is built. It doesn’t just happen.

3. A culture of respect is built through the vision of an organization’s leaders and the commitment

of every team member. A. True. B. False.

Feedback:

True. It boils down to how the stakeholders at an organization decide to conduct themselves. It is everyone’s responsibility to contribute to a more respectful atmosphere.



Recap (Cont.) Discussion Questions (Cont.)

4. The 8 Keys presented in this series of courses are some of the fundamental building blocks of

respectful workplace relationships. Which of the following can be seen to result from practicing these behaviors? A. Lower employee turnover. B. Enhanced customer support. C. Greater bottom line financial success. D. All the above.

Feedback:

All of the above can be seen as a direct result of making the effort to create a more respectful workplace. Lower employee turnover is certainly one of the benefits of a more respectful workplace and enhanced customer support was also mentioned as a benefit. You can expect greater bottom line financial success for your organization too.

5. Respectful workplace habits allow team members to function at their best.

A. True. B. False.

Feedback:

This is the key to understanding the purpose of this series of courses. If we commit to implementing the standards embodied in the 8 Keys, each team member will benefit individually and the organization will thrive.

KEY POINTS:

A culture built on an environment of dignity, trust and mutual respect has the advantage of being an invigorating and highly rewarding place to work.

Respectful work environments aren’t naturally occurring. They rarely “just happen” organically.

A culture of respect is built through the vision of an organization’s leaders and the commitment of every team member.

Respectful workplace habits allow team members to function at their best.

Nurturing a more respectful workplace environment can translate to lower employee turnover, enhanced customer support and greater bottom line financial success.



Before They Go

In order to reinforce the skills and techniques that have been addressed, choose one or more of these reinforcement options:

Suggested Methods of Review

Discussion questions are provided in this Leader’s Guide for your use.

The companion PowerPoint presentation is a useful way to reinforce the Key Points made during the course.

After viewing the program, consider using the Buy-In Activity from 8 Keys to a More Respectful Workplace, then assemble for group discussion questions and evaluate the different responses.

For Continued Success

Change is more likely to occur if participants commit to implementing skills and techniques discussed during this course. Various resources are available illustrating commitment exercises.

Hand out the Key Points in the back of this guide. They provide participants with a quick reference of important Key Points discussed in the course. This enables participants to have an ongoing reminder of skills needed for improvement.

In order to evaluate training success and identify areas to improve, provide participants with the opportunity to evaluate the training by using an evaluation survey. (See sample below.) This is a prime opportunity to identify future training needs.

TRAINING EVALUATION

Thank you for attending a Telephone Doctor workshop today! Please take a minute to let us know your feelings.

Rate the following: 1 - 5 (5 being the best)

This course was useful & I enjoyed it 1 2 3 4 5 Material related to my job 1 2 3 4 5 Topics were clear & easy to understand 1 2 3 4 5 I will use these skills 1 2 3 4 5 Please rate the instructor 1 2 3 4 5 Overall rating for this class 1 2 3 4 5

Comments are appreciated:

Your Name: Date:

Instructor:



Buy-in Activity ~ Participant Quiz: Quiz Answers

1. You show others courtesy by:

a. Considering their feelings.

b. Considering their best interests

c. Using respectful words and deeds.

d. All of the above.

All the Above is the complete answer. These three actions work together to show respect, civility and good manners or, in a word, courtesy.

2. All workplace conflicts are inherently disastrous. There really is no room for disagreement in the

organization if you hope to accomplish anything.

a. True.

b. False.

False. Conflict is a natural part of human interaction and can happen in every conceivable situation. It happens in our work and personal lives. Being able to handle disagreements in the right way is essential to resolving conflict and turning it into something constructive.

3. Using the “reasonable person” standard, harassment usually is identified by the intentions of the

so-called harasser and not by the recipient of the “harassment.”

a. True.

b. False.

False. According to this course, the “reasonable person” standard is employed to validate how the recipient of the behavior feels. This is the way harassment is identified – not by the intentions of the harasser. If someone feels they’re being harassed, they probably are.

4. Every one of us is an example of workplace diversity.

a. True.

b. False.

True. This means that we are each different in some important ways, and that’s a good thing. Respecting those differences is fundamental to trust, and without trust it’s very hard to effectively work together.



Buy-In Activity ~ Participant Quiz: Quiz Answers (Cont.)

5. Bullying behavior is just annoying, but not a serious issue.

a. True.

b. False.

False. Bullying is a serious issue that can result in a toxic workplace with loss of productivity, low morale, high turnover and even risk to employee health or safety.


a. Guess what they want and hope for the best because you mean well.

b. Make a joke about the situation and if they get offended, well, too bad.

c. Ask them in a way that shows you really want to understand their needs and

preferences.

d. Ask them in a way that lets them know you are annoyed by anything that might be different

from your own needs and preferences.

Ask them, because there is no better source for the correct information. When you ask, be sure to use the tone of voice and body language that will communicate that you are sincere in requesting this information.


a. Try and come up with the best attack while the other person is still speaking.

b. Make sure the other person feels vulnerable.

c. Push hard to win, so the other person loses.

d. Listen carefully to understand so we can learn, collaborate and come to an

agreement.

This is indeed a concept you will see in this video segment. The alternative to this is to attack another point of view and this will get you nowhere.

8. As long as you recognize a person when they achieve something great, you won’t need to worry

about their feelings so much at other times.

a. True.

b. False.

False. It’s important to always be encouraging and support your coworkers. This will help build an environment where everyone is able to do their best work.



Key Points: 8 Keys to a More Respectful Workplace

Introduction

The culture of an organization is what distinguishes an “okay” work experience from a truly great one.

Given the choice, most everyone would prefer a more respectful workplace.

No one can be expected to do their best work if they feel threatened, unhappy or unsafe.

How we’re treated is the thing that can make a work experience uplifting, supportive and positive.

Each team member has the ability, and the responsibility, to do their part to ensure the work environment is a place where everyone feels valued and respected.

Act Ethically

Common ethical standards require us to do the following things:

Play by the rules.

o Be fair in the decisions you make. o Treat everyone fairly regardless of their position in the organization.

Always tell the truth.

o Be honest, even if it isn’t always easy or convenient. o Honesty includes being trusted not to lie, cheat or steal.

Keep your promises.

o Work with integrity so people can count on you. o Do what you say you will do. o Don’t do what you say you won’t do.

Treat others with courtesy.

o Respect their feelings and best interests. o Politeness is the starting point. o Courtesy is shown with words and deeds that will be perceived as respectful.

Assume your actions will become widely known.

o Anticipate transparency. o Act in a way to model workplace relationships that are ethical, respectful and

productive.



Key Points: 8 Keys to a More Respectful Workplace (Cont.)

Disagree Constructively

Any conflict can be positive or negative, depending on how it is handled.

If you see yourself as the victim in a conflict, you are likely to feel entitled to seek retribution and justice – not a positive resolution.

Conflicts shouldn’t be contests where you’re competing to prove who’s right and who’s wrong. When you respectfully acknowledge your differences and seek common ground, there’s a better chance you’ll arrive at a positive outcome.

If you listen to understand other points of view rather than for ways to attack them, you’re more likely to resolve your disagreement.

If you are unable to constructively resolve a conflict – get help.

Stop Workplace Harassment

Harassing behavior is normally determined by how the recipient of the behavior feels, not the intentions of the harasser.

Harassers can target people because of their gender, ethnicity, religion, sexual orientation, race, disability or other perceived difference.

If you’re told your behavior is perceived as harassing – stop it.

If you feel you are being harassed – tell the person to stop or seek help from management to make the behavior stop.

If you see behavior that looks like harassment, support the victim of the behavior and quickly take action to help them make it stop.




Champion Diversity

Today’s workplace is made up of teams involving a wide diversity of:

o Generations o Genders o Ethnicities o Religions o Lifestyles o Physical Abilities

Tolerance of those who are different from us is not enough. Our organization benefits most when we CHAMPION diversity.

We can improve our effectiveness by embracing an inclusive approach at work.

Let go of stereotypes and preconceptions to benefit from the experiences and strengths of those who are different from you.

We are all examples of workplace diversity in one way or another.

All people deserve to be treated with respect, including those with different experiences, perspectives and behaviors from what we find familiar.

Neutralize Bullying Behavior

Bullying is a behavior and not limited to a single stereotype. Bullies come in all sizes, genders and workplace roles including customers, colleagues and managers. They can use a wide range of tactics to intimidate, humiliate and subjugate their targets.

Bullying should never be tolerated by the victims or witnesses. Don’t try to appease a bully. They’re cowards and count on you submitting to their attacks. If you feel safe doing so, stand up to them and tell them to stop.

Document what’s happening, focusing on the facts. If the behavior doesn’t stop, seek help or remove yourself from the situation. Don’t stay in a disrespectful environment or submit to mistreatment.

If you are aware of bullying at work, intervene early to help the target stand up to the bully and stop the abuse.

If you yourself may be guilty of bullying others – stop!




In Doubt? Find Out!

It’s possible to offend or mistreat someone without meaning to do so.

o Merely good intentions are not enough. o Empathy and effort can help turn around a situation that has offended.

If your intention is to treat someone with respect, treat them as they want to be treated, which may be different from how you want to be treated.

o Something that is unimportant to you may, in fact, be very important to someone else. o The Golden Rule takes into consideration the other person’s standards.

If you are in doubt about how someone wants to be treated, ask them.

o There is no better source of information than the person in question. o There is no better way to find out what the other person wants than to ask.

If you unintentionally offend someone, apologize for your misguided efforts, explain your intent and then change your behavior in the future.

o A speedy and sincere apology goes a long way to recovering goodwill. o Convey sincerity not just through words but also tone of voice and body language.

Build trust by showing you care.

o Sharing something about yourself is a friendly overture. o Offering appropriate support and assistance is positive and respectful.

Listen for Understanding

There are two primary goals in speaking and listening.

o Goal 1: That the message being sent is the message being received. o Goal 2: That a connection is being made between the sender and receiver.

When listening to an opposing point of view, try to understand the other position first, before formulating the reasons why you disagree.

To ensure you understand what is being said to you, reflect or echo back what you’ve heard and ask the other person for verification.

To respectfully disagree in a conversation, aim your disagreement at the idea and not the other person to be sure they don’t feel vulnerable or under attack.

All forms of communication - written, electronic and oral - should be delivered with respect.

o We need to feel safe when communicating. o Safety requires trust. o Trust includes knowing our words won’t be used to harm us.




Demonstrate Appreciation

People are more likely to trust those who sincerely demonstrate caring and appreciation.

A simple way to show appreciation is to thank a colleague when they provide support.

Give credit to those who have earned it, praising publicly where appropriate.

Gestures of appreciation don’t have to be large – a personal note, remembering a special occasion, or giving a small appropriate gift all go a long way.

Be encouraging and supportive.

Recap

A culture built on an environment of dignity, trust and mutual respect has the advantage of being an invigorating and highly rewarding place to work.

Respectful work environments aren’t naturally occurring. They rarely “just happen” organically.

A culture of respect is built through the vision of an organization’s leaders and the commitment of every team member.

Respectful workplace habits allow team members to function at their best.

Nurturing a more respectful workplace environment can translate to lower employee turnover, enhanced customer support and greater bottom line financial success.



Instructor’s Notes:

Documents

8 Keys To A More Respectful Workplace - Telephone Doctortelephonedoctor.com/userfiles/WorkBooks/8-Keys-to... · Training Outline: 8 Keys to a More Respectful Workplace I. Introduction