MANAGEMENT
The consistent sum total of behaviour of all human resources in a group will constitute the making of that organisation’s corporate culture. The top down effect on corporate culture is more effective and enduring than bottom-top; because in the latter approach there is absence of authority to induce the required behavioural standards.
Of the many facets, that go into building the right and positive culture, in my estimation the two most fundamental aspects are ‘respect’ and ‘discipline’. Both traits have to move in conjunction. They are a stabilising force if practiced together; each on its own will lack the impact to motivate teams. These have to be in conjunction, not mutually exclusive.
It is the elements of respect that distinguishes men from beasts. Respect is defined as ‘a feeling of deep admiration for someone or something elicited by their abilities, qualities or achievements’.
Against this definition of the word ‘respect’; I have always looked at ‘respect’ as that innate quality blessed in souls from divinity that comes naturally and is not dependent upon features like abilities, qualities or achievements. Man is still a savage to the extent that he has little respect for anything that cannot hurt him (Edgar Howe). If the boss is shown respect because of his ability to use positional authority to punish or harm then it certainly is not respect- this is submission.
To earn the respect of others, you must learn to respect yourselves. And to achieve respect for one’s own self the most significant component is discipline. The word ‘discipline’ originates from the Latin ‘disciplina’ which means ‘teaching’ or ‘learning’. Webster’s dictionary defines it as ‘orderly or prescribed code of conduct or order’ or ‘training that corrects’.
Effective leaders within and outside the scope of business organisations have to set up the highest standards of discipline. They have to lead by uncompromising example. Good leaders govern over men with focus, dedication and discipline.
To be disciplined, no one has to be subservient to any authority, dejure or even defacto. Being in conformity to law, rules, regulations and procedures is a foregone conclusion. Discipline as a trait in a manager is that high principle, which is ever present, regardless of its need or not. To stop the vehicle at a signal against red light is observance of law, irrespective of its timing. If it is fear of being challenged for violation, it is merely an act of compromise to law, but if you stop at the red light in the wee hours of the morning when there is no opposite traffic or the watchful eyes of the traffic police that is reflective of a disciplined mind. Imposed discipline is vulnerable. Voluntary discipline is stable. To reach office in time out of fear of being marked late or receiving a dressing down in the manager’s cabin, is no reflection of a disciplined behaviour. The aim should be to allow discipline to become synonymous with the persona. In the 17th century, in a small town called Stratford-upon- Avon, lived a child who was seen going to school each day at 8am, his punctuality or discipline in relation to time was such that people in the streets would look and alter their clocks. He later came on the world stage as William Shakespeare, the Bard and prolific drama inter.
Discipline as a quality in the manager must manifest itself in his or her ideals, motives, ambitions, financial matters and moral obligations. For the very true beginning of wisdom is the desire of discipline (Solomon). Discipline humbles. Indiscipline leads towards destructive tendencies of both the self and the organisation. Those who love freedom of action often overlook this paradox: there is no true freedom without discipline. An ordered and disciplined life gives us freedom to do things like innovate what we want to. It is matter of choice that life offers to us between self-discipline and imposed discipline. Have discipline, you must, whether you like it or not. Discipline saves from ignoble acts…discipline being a positive factor. Those in any organisation that are disciplined will receive voluntary respect.
Manager must remain in quest of self-approval not of others. Respect and be sure to receive respect. Just as do good and be sure you will receive good and evil begets only evil. A concerned manager will demonstrate affectionate attitude towards his team with due respect and consequently will be bound to be respected. Reverence is good for nothing if it does not begin with self-respect. Bertrand Russell, the noted philosopher had remarked, “Self-respect will keep a man from being abject when he is in the power of enemies and will enable him to feel that he may be in the right when the world is against him.” Self-respect is the fruit of self-discipline.
Sustainable respect for the manager cannot emerge out of fear. The porcupine whom one must handle gloved, may be respected but is never loved (Arthur Guiterman).
‘Respect’ as a trait has to be an internally cultivated emotion. Respecting others must be inclusive of traits like compassion, grace, sacrifice and above all must be devoid of any ill motive or intention.
The mere conveyance of ‘good morning’ or ‘Salams’ is no indication of being respectful at best it connotes adherence to social or cultural norms. Organisations that hold ‘respect’ as a value would find it contagious. It imbibes a culture of motivation. Respect is given with no expectations of reciprocity. To be respectful to anybody let there be no search for a quid pro quo. Respect is not a transitory emotion, there today, not there tomorrow. Respectfulness is a matter of habit and attitude- unalterable by circumstances.
He who wants a rose must respect the thorn (Persian Proverb). In the progressive cultivation of a disciplined attitude, one must remain wary that the mouth is the portal of mind. If it is not carefully guarded it may leak its true intent and motives. ‘Feelings are the feet of mind, if not carefully guarded they may take you to all kinds of wayward paths.’ Commenting on consistent discipline, Charles Dickens had this to say: I never could have done what I have done, without the habits of punctuality, order and diligence, without the determination to concentrate myself on one subject at a time. Discipline must emerge from liberty not out of the sentiment of fear and punishment for it allows managers only then to solve the most complex of problems.
A corporate culture that has at in its roots the principles of ‘respect and discipline’ will embalm the organisation from internal dissension and external attacks on its products, services and extremely importantly its human resources. In an environment of respect and discipline, all managers would interact with their teams with the spirit as crafted by Goethe, ‘if you treat an individual as he is, he will stay that way, but if you treat him if he were what he could be, he will become what he could be.’ Respect and discipline make a lethal combination.
While concluding this piece, I am reminded of what Boswell wrote in his work. The Life of Samuel Johnson,’ go into the street and give one man a lecture on morality and another a shilling and see who will respect you most.’
The writer is a senior banker and freelance columnist
