Earlier in my career, I was given the opportunity to assume the controller position for a large manufacturing and distribution operation. I was grateful for the promotion and eager to test my abilities in areas such as cost accounting, financial analysis, and supply chain management. I was also a first-time people manager—a responsibility I wanted but accepted with caution. 

While interviewing for the role, I was invited to have lunch with our CFO, who I knew and admired. I expressed how seriously I took the responsibility of managing others and asked him for some rookie advice.  

“Mike, it’s simple,” he said, without hesitation. “Hire the very best people, provide clear direction and support, and monitor the outcomes.”  

I nodded and thanked him while also thinking his short response couldn’t possibly be the solution for this complex and nuanced obligation. 

As it turns out, our CFO was right (about the steps, at least—not how easy they are to deliver!). But as I reflect more on my personal leadership journey, I’m compelled to add another critical element to this equation.  

How we treat our people—and more specifically how we respect each other as individuals—is essential to fully engage and retain top talent. 

Since respect is one of Fairwood Brands’ core values, it’s been on my mind even more recently. When I consider the jobs where I was happiest and performed the best, it’s in large part because I felt respected by management.  

Here’s some of the ways the finest leaders I’ve worked for showed respect:  

• They valued my input. My best managers took my thoughts and opinions seriously, even when I was off the mark. In those cases, they seized the teaching opportunity to help me better understand the situation at hand. 

• They advocated for me. By taking an interest in my development, they helped me assume additional responsibilities, leading to a more challenging and gratifying work experience. 

• They always had unconditional positive regard for me. Even during stretches where I made mistakes or was learning as much as contributing, my best managers treated me with kindness and positivity. I never felt as though I was in the doghouse or out of their favor. 

• They gave me open and honest feedback. Which I didn’t always appreciate—at first. Then I grew to see the feedback as a gift and evidence of their commitment to my growth. 

It’s not a bold statement to say that everyone wants to feel respected at work. Even though this is an easy concept to understand, it’s often hard to put into practice every day and with everyone. We’re often so focused on delivering results that we can sometimes forget to invest in the relationships that embody who we are as a company.   

At Fairwood, we continue to talk openly about respect of others (and ourselves), and we put processes in place to encourage and reward respectful management practices.  

Our employees deserve our respect, and it provides us with an enduring competitive advantage. 

Mike McRae is the CEO of Fairwood Brands, where the core values are safety, quality, integrity, and respect. An experienced leader with a strong track record of results and a passion for talent development, he’s served in leadership roles from CFO to CEO for multiple companies across several industries.