It doesn’t have to be a grand gesture - standing up for people in public transport is one, or assisting a person to cross the road safely, or providing meals to a family in need. Too often they are not, which is why it can be a pleasure to experience a person who - recognising that you’re seeking help - has grasped what you’re needing, and has a good idea of what can be done to remedy the problem. If a task’s responsibilities have been adequately articulated, then the things that help everyone else should generally be built in. Of course, we all have goals to reach and jobs to do, whether dealing with the public or otherwise. This should not be a cliché like: “Is there anything else I can help you with today?”Ī person is really only being helpful when someone has demonstrated a need. If you’re unable, for whatever reason, to deliver, be upfront as quickly as you can, communicate and find a way to make good. None of the other components of integrity have much resonance if you’re perceived as unaccountable. Who wants to collaborate with or be connected to a shifty unreliable quantity? Or they promise something by a certain time but nothing eventuates. It’s really disappointing when someone says they will call you back and they don’t. Use care and foresight not mindlessly carrying out a task.īeing responsible demonstrates awareness and caring of those around you - most particularly your stakeholders. ![]() You are a steward, entrusted with looking after something. Responsibilityĭemonstrating responsibility is very much aligned with trust. You know the glow from a job well done you immediately feel energised and want to do more. When a government builds a new road to solve a traffic problem, the effect is such that people start using it right away and it has flow-on benefits (multipliers can also work in reverse, as we know with interest rates). Perhaps the latter can be described as caring about an outcome, going to considerable effort, and knowing that you’ve made a valuable difference.Įconomists describe this as ‘multiplier’. There is unhealthy pride (the sort that goes before a fall, and which is entwined with ‘entitlementality’) - and there’s the pride which grows from caring about expectations (of oneself and others), demonstrating enthusiasm and commitment, appreciating and responding to what needs to be done. ‘Show me’ is better than ‘trust me’, and always be ready to account for your actions. Trust, as we’ve all learned, is broken through actions, and few words can patch it up convincingly. Actions do speak louder in this instance than words. Trust develops when people demonstrate their reliability, and positive commitment. Respect can only be earned, and it is achieved when there is mutual effort applied. Seek information, ask polite questions, give the other person the opportunity to speak and explain. When everyone is making an effort in this fashion, we see the beginnings of respect. Respect necessarily means exercising a broader sense of what’s going on, and giving the other party / parties the benefit of the doubt, and a chance to articulate their concerns or interests. We have all witnessed reckless single-minded insensitive behaviour in a plethora of situations, and the consequences are seldom pretty. Ready to take your reading offline? Click here to buy this book in print or download it as a free PDF, if available.Honesty speaks to what must be done, in the best interests of everyone. And sometimes the timeliness of the honest communication is as critical as the content. View our suggested citation for this chapter. ![]() Share a link to this book page on your preferred social network or via email. To search the entire text of this book, type in your search term here and press Enter. Also, you can type in a page number and press Enter to go directly to that page in the book. Jump up to the previous page or down to the next one. or use these buttons to go back to the previous chapter or skip to the next one. Show this book's table of contents, where you can jump to any chapter by name. Based on feedback from you, our users, we've made some improvements that make it easier than ever to read thousands of publications on our website.ĭo you want to take a quick tour of the OpenBook's features? No Thanks Take a Tour » You're looking at OpenBook, NAP.edu's online reading room since 1999.
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