Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 17, Issue 29;   July 19, 2017: Regaining Respect from Others

Regaining Respect from Others

by

When you feel that a colleague has lost professional respect for you — or never really had respect for you — what can you do about it? Check your conclusions, check whether it's about you, and ask for a dialog.
Mutual respect between a soldier and a military canine

Mutual respect between a soldier and a military canine. And maybe something a little more than that.

Mutual professional respect among colleagues is essential for groups or teams whose work entails collaboration. When the fabric of respect is stretched or tattered, collaboration becomes difficult or impossible. Although mutual respect between two people is inherently bidirectional, when it breaks down, it might break largely in one direction. That is, Alpha (the disrespected), might still respect Beta (the disrespector) even though Beta no longer respects Alpha. Here are some tactics to use if you sense that a colleague has lost respect for you.

Check for alternative explanations
If you believe you've lost someone's respect, that's information, but is it correct? What have you seen or heard that led you to this conclusion? If Beta actually said, "I've lost professional respect for you," that's one thing, but if you base your conclusion on, say, not having received an invitation to the last meeting, that's a much less sturdy foundation for any conclusion.
Conclusions based on data aren't data. Separate data you have from conclusions you've reached. For each conclusion, find two other hypotheses that explain the data. For example, if you weren't invited to a meeting, is it possible that the invitation was sent but not received? If you can find other explanations for your observations, perhaps you haven't lost Beta's respect after all.
Check whether it's about you
Professional rivalry — impersonal rivalry between entire professions — can manifest itself as personal rivalry between members of the rival Before concluding that
you've lost someone's
respect, think carefully. Not
everything is about you.
professions. If Beta seems dismissive of Alpha's views, or if Beta systematically limits Alpha's participation, and if they are of different professions, or represent different organizations, professional rivalry might be afoot.
Before concluding that you've lost someone's respect, check for professional rivalry. Maybe what you've observed isn't about you.
Ask for a dialog
If you haven't found an alternative explanation for Beta's behavior, consider initiating a dialog with Beta. If you know that your own behavior precipitated the problem, and an apology is in order, ask Beta for permission to apologize. If you know of no transgression on your part, apologizing isn't an option. Instead, explain to Beta that you've sensed that there might be a problem, and ask for an opportunity to learn what it might be, if there is a problem.
A true dialog is a one-on-one conversation. The presence of witnesses in earshot creates a venue for a performance, or worse, a debate. Dialogs are more likely to generate positive outcomes than are performances and debates. If Beta doesn't want to participate in a dialog, alternative explanations for your observations are more likely. Search again.

Always remember that you cannot change someone else's mind. Only that mind's owner can change that mind. What you can do is create conditions that help the mind's owner to change. Be respectful of others, and, more important, be respectful of yourself. Go to top Top  Next issue: Strategic Waiting  Next Issue

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

Your comments are welcome

Would you like to see your comments posted here? rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Problem Solving and Creativity:

A wrecked boatShould I Keep Bailing or Start Plugging the Leaks?
When we're flooded with problems, and the rowboat is taking on water, we tend to bail with buckets, rather than take time out to plug the leaks. Here are some tips for dealing with floods of problems.
James Madison, author of the Bill of RightsTeamwork Myths: Conflict
For many teams, conflict is uncomfortable or threatening. It's so unpleasant so often that many believe that all conflict is bad — that it must be avoided, stifled, or at least managed. This is a myth. Conflict, in its constructive forms, is essential to high performance.
Roger Boisjoly of Morton Thiokol, who tried to halt the launch of Challenger in 1986How to Foresee the Foreseeable: Focus on the Question
When group decisions go awry, we sometimes feel that the failure could have been foreseen. Often, the cause of the failure was foreseen, but because the seer was a dissenter within the group, the issue was set aside. Improving how groups deal with dissent can enhance decision quality.
Eduardo Escobar called safe at secondExhibitionism and Conversational Narcissism at Work: I
Exhibitionism is one of four themes of conversational narcissism. Behavior considered exhibitionistic in this context is that which is intended to call the attention of others to the abuser. Here are six examples that emphasize exhibitionistic behavior.
A beekeeper at work, wearing safety equipmentContrary Indicators of Psychological Safety: II
When we begin using new tools or processes, we make mistakes. Practice is the cure, but practice can be scary if the grace period for early mistakes is too short. For teams adopting new methods, psychological safety is a fundamental component of success.

See also Problem Solving and Creativity and Problem Solving and Creativity for more related articles.

Forthcoming issues of Point Lookout

A Crusader tank with its 'sunshield' lorry camouflage erected 26 October 1942Coming February 26: Devious Political Tactics: Bad Decisions
When workplace politics influences the exchanges that lead to important organizational decisions, we sometimes make decisions for reasons other than the best interests of the organization. Recognizing these tactics can limit the risk of bad decisions. Available here and by RSS on February 26.
A human shaking hands with an androidAnd on March 5: On Begging the Question
Some of our most expensive wrong decisions have come about because we've tricked ourselves as we debated our options. The tricks sometimes arise from rhetorical fallacies that tangle our thinking. One of the trickiest is called Begging the Question. Available here and by RSS on March 5.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at X, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.