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We are living in a time of rapid change, volatility, and uncertainty, and employees and organizations are feeling the strain. Research indicates that overall stress levels are significantly higher, and frontline employees—including those in customer service—are experiencing measurably increased levels of incivility and disrespect. In this turbulent environment, stress often boils over, resulting in toxic work cultures, disengagement, and higher turnover. Research shows that employees are ten times more likely to leave due to toxic environments than poor compensation.
In this compelling, customized, data-driven keynote, Gregg Ward demonstrates how we can overcome these challenges by "leading with respect," and creating Actively Respectful Cultures™ (ARCs) within our teams and organizations.
By focusing on emotionally intelligent leadership and fostering psychologically safe environments, leaders can turn down the heat, increase employees' sense of belonging and drive employee engagement, performance, and loyalty. Through humor, storytelling, and audience participation, Gregg shares how cultivating respect in the workplace can lead to higher levels of respect, collaboration, trust, and success.
Key Takeaways:
- Navigate generational shifts and prepare leaders for the future
- Use emotional intelligence to drive effective leadership in a turbulent world
- Recognize the impact of toxic cultures and how to transform them
- Foster psychological safety to boost performance and engagement
- Build Actively Respectful Cultures™ to improve employee satisfaction and loyalty
About the Speaker
The Center for Respectful Leadership® Founder and Executive Director Gregg Ward got his start as a professional actor, writer and director in New York City during the 1980s. He quickly learned that although most people find actors to be entertaining, they don’t necessarily respect them. A few years on, when using his theater skills in training programs in partnership with the NYPD, Gregg discovered that respect between police officers and the people they served was in many cases almost non-existent, causing both groups serious, and sometimes lifelong, challenges.
This observation led to the pursuit of an understanding of the importance and best practices surrounding conflict resolution, interpersonal communication, and (most importantly) respect. Through research and experience Gregg discovered that respect—although often dismissed as a "warm and fuzzy" topic—was a key driver of performance, productivity, loyalty, and partnership. Even more surprising, he determined that disrespect and incivility in the workplace was negatively impacting business processes and outcomes far more than anyone understood; and disrespect was alarmingly common.
