Helping You Climb Back

42 Ways to Make Sure People Like You—and Respect You

We all want to be liked, yes. But—perhaps more importantly in the workplace—we all want to be respected.
Respect is so important when it comes to your career development. It comes into play when the higher-ups are considering your ideas when they’re choosing people to participate in projects, and—yes—when they’re thinking about who’s getting promotions or raises.
But too often people associate earning respect with, well, not being very nice. We’re here to tell you that’s not often the right approach. Instead, try some of the ways below that you can make sure your colleagues like and respect you. You’ll be on your way to being seen as a leader in no time.

1. Do Your Job and Do It Well

The most basic way to get respect? Don’t spend your time worrying about getting respect, and instead spend that time doing your job really, really well. Get a reputation for being really good at what you do, and word will surely get around. As career expert Jennifer Winter explains, “It’s hard to ignore results, and when you’re striving for the respect of your colleagues, one of the best things you can do is show you’ve got the right stuff.”

2. Never Be Late or Miss a Deadline

Along similar lines, get a reputation for being incredibly dependable. That means, any promise you make—be it a date to finish a project, an appointment, or anything else—you keep.

3. Dress Up (the Right Amount)

You know the whole “dress for the job you want” spiel? While, yes, you should dress a little nicer than you’re expected to, don’t dress up so much that you look out of place or like you don’t fit into the culture. So if your company has a casual dress code? Avoid the sweats, but avoid the suit, too.

4. Treat Everyone With Respect

In order to get respect, you have to give it—and not just to the higher-ups. People will pick up if you’re nice to the bosses but mean to the receptionist or delivery guy, and think you’re a brown-noser rather than a genuinely good person. Aim for the latter.

5. Make Friends With the Right People

Seek out relationships with others in your organization who are well-respected and well-liked. And we’re not just talking about higher-ups here—think anyone who has a great reputation around the office.

6. Be a Connector

Know someone at another company who may be able to help with a problem a co-worker is facing, a friend who may be a great sales lead, or anyone else who you think could move the company forward? Introduce them! Doing this shows off that you have an impressive network—but also that you’re willing to share it in order to help others.

7. Invite People Along

If you got an invite to a snazzy event or are planning on networking after work one day, consider inviting along someone from work who you think might enjoy it. She’ll be thrilled you thought of her, and you’ll get a chance to get to know one of your colleagues a little better.

8. Use “I” Less

Studies have shown that people tend to use the word “I” more frequently when communicating with people they feel are more powerful than them. Want to level the playing field? Monitor your use of “I.” The people you’re speaking with will view you as more powerful without ever knowing why.

9. Ask for Help

While many people may think asking for help hints that you don’t know what you’re doing—earning you less respect—it can actually work in your favor in several ways (if done right). First, it shows the person you’re asking that you respect his or her opinion. Second, it will show that you’re productive enough not to waste tons of time trying to figure it out yourself. Finally, it shows that you care about your work (and your professional growth) enough to admit when you don’t know something—and then learn from it. For more on how to do this right, check out Winter’s advice.

10. Take Something Off a Colleague’s Plate

Have a little extra time? Ask your boss or another colleague if there’s anything you can help out with or take over for them. They’ll appreciate the lighter load, and your proactive willingness to help will not go unnoticed.

11. Listen—Really Listen

Nothing will make people lose respect for you quicker than if they feel like your focus is always somewhere else when they’re talking to you. So next time you’re in a conversation, make sure you’re really engaged. Adopt open body language, don’t let other things distract you, and ask validating or clarifying questions to show you’re paying attention. For more on upping your listening skills, check out career coach Lea McLeod’s advice.

12. Ask People “How Are You?”

Being all business all the time won’t make you very well liked. So take the time to ask people about their lives as well! You’d be amazed how good a simple “How are you?” can make someone feel.

13. Remember Things About People

Taking note of small details about people—their spouse and kid’s names, what they’re doing over the weekend, their hobbies, where they’re planning to vacation, and the like—and then asking them questions about those things or referencing them in conversation can be a surefire way to up your brownie points. It shows that you really listed, took the time to remember, and overall care about them as people. Have a terrible memory? Try Muse COO and productivity expert Alex Cavoulacos’ trick for remembering anything about anyone.

14. Own Up to Your Mistakes

Explains Winter: “I know, it sounds a bit counterintuitive, given you want your clients to think you’re a genius, but trust me: They know nobody is perfect. In fact, your clients will probably get a bit suspicious if you never, ever, make a single mistake. Admitting when you do, however, shows them you’re confident (and humble) enough to face the music. In my experience, that’s a trait most people respect.” (Hint: This applies to your boss and co-workers, too!)

15. ...And Then Explain How You’re Going to Fix Them

That being said, simply saying you messed up and then not doing anything about it isn’t going to garner you much respect. Instead, when you ’fess up, make sure to come with a plan for how you’re going to fix things. And if you’re not sure what to do? Try to at least come up with a few options and then ask the person you’re talking to for his or her thoughts on the best course of action (see point #9).

16. Seek Out Feedback

Show that you know you’re not perfect and are constantly looking to improve and grow yourself by regularly seeking out feedback from everyone around you. And this isn’t just something for your annual performance review: Try setting up monthly meetings with your boss, team members, and even direct reports where you can solicit open and honest feedback from them about what you can be doing better.

17. Give Feedback, Too!

It doesn’t hurt to dole out some feedback from time to time, too. Obviously, you don’t want to become the office critic, but giving colleagues the occasional dose of constructive criticism shows that you’re committed to helping everyone around you grow and be the best professionals they can be. Here are a few tips on how to give this advice without seeming like a jerk.

18. Never Say “It’s Not My Job”

Notice the trash is overflowing? Take it out. See your colleague struggling to carry all the stuff for the conference booth? Grab a bag. Showing that you’re willing to pitch in on small things—even if they’re not part of your job description and may be beneath your capabilities—shows that you don’t think too highly of yourself and that you’re willing to do whatever it takes to help the company succeed. And that’s something that people can respect.

19. Anticipate Needs

“‘I’ve actually already started on that’ is music to your manager’s ears,” explains Muse career expert Katie Douthwaite, “It means that instead of waiting for him or her to ask you to do something, you’ve already thought of it and taken action.” You obviously can’t anticipate everything, but thinking of things your boss commonly asks for or that will make his or her life way easier is a good place to start.

20. Do Small Nice Things for People

Whether it’s grabbing an extra coffee on your way to work for your boss (or your intern!) or getting some flowers for your colleague’s desk when you know she’s had a rough day, small gestures like this can speak wonders to your character.

21. Say “No” More Often

Really! While you may think jumping at every opportunity is the way to gain more respect, the opposite is actually more often true—especially when you don’t have time to do what you’re being asked to do right. “When you become known for having the guts to speak your mind, put a stake in the ground for the sake of everyone’s success and find better ways to navigate the rough waters, you’ll land as a person people respect, a leader,” explain leadership trainers Nancy Vonk and Janet Kestin. So when you don’t have time, show that you respect your time and the quality of your work too much to agree. Other people will follow suit. Nervous to say it? Try these strategies for turning people down nicely.

22. Have an Opinion

Agreeing with everything everybody says won’t make people think of you as a leader. Instead, have a well-thought-out opinion on things, and don’t be afraid to bring it to the table. Whether it’s an idea about a new product or service or a thought on how a process can work better, people will appreciate you thinking of ways to help the organization improve.

23. Respect Other Viewpoints

Caveat: Don’t dig your heels in the ground too much when it comes to your ideas. Instead, consider other people’s viewpoints, too, and be willing to compromise and work together to reach a solution that works for as many people as possible.

24. Speak Up

Nothing shows lack of confidence in yourself like mumbling. So speak up! PR professional Ashley Colbert explains, “To be taken seriously in a meeting, speak clearly, firmly, and loudly enough so that people can hear you. And avoid trailing off at the end of a sentence or using fluffy language like ‘I hope to have this done’ or ‘I think it will get results.’”

25. Avoid the Gossip Mill

If you’re known for regularly putting down other people, people will start thinking down on you. So don’t waste your time speculating about the lives of others. Instead, spend your time by the water cooler genuinely getting to know your colleagues—you’ll still be involved in the social side of the office, without tarnishing your reputation.

26. Never Waste Anyone’s Time

Get more respect by showing people you respect their valuable time. What does this mean? Don’t ask questions you can answer yourself, don’t plan meetings that you don’t need, and don’t take forever getting back to people. You get the idea.

27. Make Your Meetings Worthwhile

People are pretty skeptical of meetings, and so will likely think less of you if they think your meetings are a waste of time. Make sure you’re following the 21 unwritten rules of meetings to have meetings that people seriously find valuable.

28. Figure it Out Yourself

Instead of always running to your boss for help when faced with a problem, do everything you can to figure it out yourself. Even if you ultimately need approval before moving forward with a solution, it’s better to come to your manager with a plan for him or her to give an OK to than to come asking “what should we do?”

29. Never Say “I Don’t Know”

At least, not on its own. Simply saying “I don’t know” leaves the person asking you a question at a dead end and doesn’t make you seem very willing to help. Instead, offer to help figure it out, get more information, or direct him or her to the right person to help out. See leadership coach Jo Miller’s suggestions for better responses when you’re really not sure.

30. Become a Stellar Public Speaker

Learning to speak well will gain you respect in many ways. First, you’ll have the ability to present more confidently in meetings. Second, you’ll be comfortable speaking at industry events, giving you credit as a leader in your field. But finally, all this practice and training will give you a more powerful speaking presence even in day-to-day conversations.

31. Work on Communicating Both Warmth and Authority

Body language expert Amy Cuddy explains: “When we judge others—especially our leaders—we look first at two characteristics: how lovable they are (their warmth, communion, or trustworthiness) and how fearsome they are (their strength, agency, or competence).” This is a fine line to balance, but Miller has some ideas for how to do it.

32. Have Clear Work-Life Boundaries

People are likely to connect with you more if you understand the importance of not working all the time. So set clear work-life boundaries—and then stick to them! Whether it’s that you never check email on the weekends or you leave work by 6 to eat dinner with your family, if you’re upfront about your boundaries, people should respect them—and you.

33. Don’t Leave Right at 5 PM

That being said, don’t jet out of the office every day when the clock strikes five, especially if there’s work that really needs to get done. Have boundaries, but show that you’re willing to pull extra weight when it’s really important.

34. Learn Your Colleagues’ Working Preferences—and Follow Them

Have a chat with the people you work most closely with about how they work best, and find ways to help them achieve that. Maybe one prefers conversations to emails and will appreciate you coming over to her desk rather than sending a lengthy message. Maybe another needs quiet working time in the morning and will notice if you stop scheduling meetings during that time.

35. Be a Teacher

When a teammate or direct report is having trouble or does something wrong, instead of getting angry, get helpful. Walk him or her through how to do it. You’ll get better employees, and they’ll respect you for helping them grow.

36. Be a Mentor

Take junior employees under your wing—even if they don’t report to you—and help advise them on everything from company politics to career growth. Not only will the employees you’re advising gain more respect for you, but others will notice the gesture, too.

37. Help Out Newbies

When someone new joins the company, make sure to say hello and let him know you’re there if he has any questions or needs help—even if he’s not in your department. People all over the company will start seeing you as a leader in the company from day one.

38. Champion Your Employees

Have direct reports you’re proud of? Understand their goals—and do what’s in your power to help them achieve them! Whether that’s setting up a meeting with your boss because you know they want to grow at the company or helping them find opportunities to grow important skills, look for ways to help them succeed.

39. Manage Upward

By simply waiting around to be told what to do by your higher-ups, you seem like a follower—not a respectable leader. Instead, learn to tell your boss what you need to get your job done well. You’ll improve your performance and command your boss’ respect. Check out some tips for learning this elusive skill here.

40. Don’t Complain

Are you tired after a long day, and still have more to do? Are you sick of one menial task you seem to be stuck with? Never whine about it, at least not in the workplace. Having a positive attitude about your work is critical to making other people think highly of you. And if you really have a problem with something? See if you can come up with a proactive way to solve it.

41. Get Out in the World

People will hold you in higher regard if you don’t just do your job in a vacuum. So make sure to stay up with the latest and greatest in your industry. Go to events and conferences, and report back on what you learned. Get meetings with experts, and maybe even bring them in to talk to your team. Read relevant articles and share them around to help others.

42. Question Yourself

Great leaders are good at self-reflection. Check on yourself regularly with questions like these and always be looking for ways to be better.

More First Responders Die from Suicide than Line of Duty Deaths

WICHITA, Kan. (KSNW) - First responders see it all; life and death.

A new mental health study from the Ruderman Family Foundation shows first responders are more likely to die from suicide than in the line of duty, which is a statistic that's causing change in Wichita.
"We're going to interact with people who are having their worst day, but it's often we don't reflect back that we're having every body's worst day almost every day we show up at work," Stuart Bevis, fire marshal at the Wichita Fire Department said. 
In 2017, at least 103 firefighters and 140 police officers died from suicide, more than the 93 firefighters and 129 police officers who died in the line of duty. 
"The day to day build up of seeing tragedy, just can wear on people over time," said David Johnston, operations manager at Sedgwick County EMS. 
"Those are weights that do start bogging down in one way or the other; physically, mentally, emotionally," said Bevis. 
But, police fire and EMS agencies in Wichita have developed what they call peer support groups and teams to help assist first responders at any time. 
"There used to be a kind of mantra out in emergency services of suck it up, get over it, you need to go on to the next call," Johnston said. "That's not working. People are hurting and we have to help them."
Brooke Hale is a paramedic for Sedgwick County EMS and part of the peer support team.
"It's like a security blanket," Hale said. "Just knowing that if you need help, we can provide that for you. We all run these calls, we all know what it's like. So, just talking to a co-worker often times is all that they might need."
Every first responder is given a brochure about the peer support team, which includes tips, professional resources and peer phone numbers in hopes of not only saving other people's lives on calls, but each other's, too.
"We have to remember that if we can't help ourselves, it's hard to help someone else," Hale said. 
If you or someone you know needs help, you can call the Suicide Prevention Hotline at 1-800-273-8255. It is open 24 hours a day. You can also visit the Suicide Prevention Lifeline website.

Increasing suicide rates among First Responders spark concern

Paramedic George Redner III started to grow angry and distant after he failed to revive a 2-year-old who had drowned.
But not even his parents saw how deeply his work affected him until he took his life seven years later.
"My son was a classic case of 'I'm never going to tell anybody; if I tell them, they'll think I'm weak,'" said Redner's mother, Jacqui Redner, 48, of Levittown, outside Philadelphia.
Like many first responders dedicated to saving lives, Redner, who was 27, never talked about his struggles, she said.
Her son, who went by "Georgie," threw himself in front of an Amtrak Acela train the morning of Aug. 1, 2015, at a station near the family's home.
Suicides among first responders, often driven by emotional strain in a culture that long has discouraged showing weakness, are too common, according to organizations that track the deaths.
Little high-quality data are available on first-responder suicides, but raising awareness has prompted several groups to start looking more closely at the deaths.
A survey of more than 4,000 first responders found that 6.6 percent had attempted suicide, which is more than 10 times the rate in the general population, according to a 2015 article published in the Journal of Emergency Medical Services.
Friends, family, and coworkers reported 132 first-responder suicides nationwide in 2016 to the Firefighter Behavioral Health Alliance, an Arizona-based nonprofit that promotes better mental health support for first responders. The voluntary reports likely capture only about 40 percent of them, said Jeff Dill, the organization's founder, and CEO.
Georgie Redner Family
Dill said he validated 16 suicides — 10 firefighters and six emergency medical services providers — for the year in Pennsylvania.
First-responder suicides are sometimes compared to those among military veterans, many of whom have been diagnosed with post-traumatic stress disorder.
But the first-responder deaths have received less attention, said Ann Marie Farina, director of the Code Green Campaign, a Washington-based nonprofit that tracks suicides and provides an online forum for first responders to share anonymous stories."We're still kind of in the stage where a lot of people don't know or don't realize that PTSD is a widespread problem among first responders," Farina said.
First-responder training doesn't prepare trainees for the mental impact of what they see, said Dill, a former Chicago-area fire chief who started to focus on mental health after seeing the struggles of coworkers who had responded to Hurricane Katrina.
"They never told us all the things we'll keep in our minds — the images, the brain deprivation, that cultural brainwash of being strong, keep things to yourself, don't ask for help," he said.
Georgie Redner started volunteering at a fire company when he was 15, said Jacqui Redner. At 19, he got a job as a full-time firefighter in South Carolina. He called home one day to talk to his father, firefighter George Redner Jr., about a bad call.

He had picked up a 2-year-old girl who had fallen into a pool. He tried to revive her during a trip to an emergency department, but the girl died. Eight hours later, he responded to a drug overdose in which the drug naloxone revived an unconscious addict. He returned home a month later and started questioning his faith.
"He said, 'You explain to me how God killed a 2-year-old but let a drug addict live,'" Jacqui Redner said.
He changed, she said, reacting with anger to jokes and minor provocations. A fight between his Dalmatian, named Lucky, and the family's German Shepherd led the 6-foot-3, 280-pound man to pick up and throw his smaller brother into a wall, leaving a mark in the plaster. Georgie grabbed Lucky and left, not talking with the family for a month.
"Those instances where stupid things just kind of threw him right over the edge, that's where we knew," she said.
His father suggested anger-management classes, but Georgie said he was fine, she said.
Depending on how they process what they see, first responders can develop a sort of "tunnel vision" that makes them feel like they have no other options but to kill themselves, said Sheila Roth, a therapist who counsels first responders in Pittsburgh.
Sensory details from bad experiences can stick with first responders, triggering emotional responses at unexpected times, Roth said. The smell from a backyard grill, for example, could bring to mind a recent call in which someone died. The firefighter might experience emotional swings based on the triggers without even recognizing the mood changes.
Roth counsels first responders to acknowledge and process those memories, which helps manage them. But social settings don't always permit first responders to take time to process the emotions, and they can be tamped down or ignored, building up over time. Firefighters then might shut down emotionally or develop what Roth calls compassion fatigue. That can erode a person's ability to relate to others or communicate, which can in turn worsen their relationships.
Child deaths, like the drowning that haunted Georgie, are the most troubling calls for first responders she talks to, followed by the deaths of coworkers who die in the line of duty, Roth said. Also difficult are calls in which they help someone who reminds them of someone they know, Roth said.
Jeff Dill, who founded Firefighter Behavioral Health Alliance in 2011, talks with first responders around the country and said he tells them, "If you don't think you've changed, you're absolutely wrong."
He consults fire chiefs, family members and medical reports to try to categorize the suicides. The top category is unknown, he said, followed by marital and family relationships, depression, addiction, mental health and PTSD. He has counted 46 homicide-suicides in which a firefighter killed someone else along with themselves.
Dill founded the alliance after learning that the Centers for Disease Control and Prevention, the Occupational Safety and Health Administration and other federal agencies fail to keeps data on the deaths. He collects reports of deaths from as far back as the 1880s and had recorded 978 reports nationwide as of Wednesday.
Code Green Campaign was started about three years ago when a group of first responders in Washington decided to repost on social media anonymous stories from first responders about their personal struggles. Posting the stories helped the storytellers circumvent the "macho, tough culture" that Farina, Code Green's director, said prevents many from talking about personal matters with coworkers.
The original posts blew up on social media, Farina said. The group decided to create a nonprofit, and the organization now posts about three anonymous stories per week on its website, codegreencampaign.com.
"This is a bigger problem than we thought; we weren't misunderstanding that there was a need for something," she said.

Each first responder processes his or her experiences differently, said Roth. Some of the most resilient are able to reframe the bad calls, telling themselves that they were there because they had training and skills that might have helped. They are able to learn from their experiences without tormenting themselves with questions about what they could have done differently, she said.
George Redner Jr., 50, Georgie's father, said that in 32 years as a firefighter, he had been able to compartmentalize his experiences, preserving mental stability. The incidents he struggled with most were the deaths of two co-workers during responses. After his son's death, he stopped responding to calls for a year.
Jacqui Redner thinks sleep deprivation from back-to-back shifts, fears that his younger brother might have been on the other end of a heroin overdose call and the pressure of a new job offer might have contributed to her son's mental condition on the day of his death.
Georgie worked full time as a firefighter at Six Flags Great Adventure while volunteering for Edgely Fire Company and three local rescue squads. Sometimes he volunteered through the nights and went to work in the morning, Jacqui Redner said. He would eat and fall asleep on the couch in her home until he had to return to work, she said.
He was an EMT and had just finished paramedic school. He had received a letter from the Philadelphia Fire Department accepting him as a full-time employee, his dream job.
He was upset about having broken up with his girlfriend and threatening to kill himself the night before Aug. 1. Local fire, police and EMS authorities tracked him down at a bar. They took him to Lower Bucks Hospital, where he had been treated for mental health issues before. Jacqui Redner said the hospital released him, and he talked with several friends during the night.
George Redner Jr. got a call the next morning that his son had killed himself.
"What haunts us to this day is that the train station is so close, you could hear the trains going by slow," Jacqui Redner said.

She and her husband now spend much of their time fighting the stigma they say kept their son and others like him from asking for help. They say changes are needed to support people who fill critical roles in communities, often in volunteer positions.
"They show up, for little to no money, to take care of you. Why can't we take care of them?" Jacqui Redner said.
The Journal of Emergency Medical Services survey found that first responders who felt supported and encouraged at work were less likely to contemplate suicide.
Responders who didn't feel supported wrote things in the survey responses such as, "I asked for help and ended up losing my 22-year career" and "(I) asked for help and was laughed at," according to the article.
Rep. Frank Farry, R-Langhorne, Bucks County, who is a volunteer firefighter, said he is exploring legislative changes that might be able to help.
Farry said that volunteer firefighters are covered only by workers' compensation insurance, which doesn't treat mental health issues as work-related injuries. Some states and countries have changed laws to expand workers' compensation coverage, he said. Pennsylvania is just starting to look at options, he said.
"I would say that there's not a system in place to take care of these responders," Farry said.
A group has set up a helpline for them in Bucks County, he said. All the groups involved in first responder suicides agree more education is needed to encourage people to seek help when they need it.
Roth is co-chairwoman of the Change the Culture Committee, a grassroots group that started meeting last year at the Emergency Medical Services Institute in Pittsburgh. The group is preparing to survey first responders about what resources might help prevent suicides.
Pittsburgh EMS Chief Robert Farrow said there have been no suicides in the city squad in the 41 years he has been a part of it, but he said he takes the risk seriously.
"That can change overnight, and that's what we want to prevent," Farrow said.
The squad is focused on expanding its peer-support program, based on observations that responders are more likely to open up to one another than to a superior or someone from outside the squad, he said.
The Redners keep three of Georgie's uniforms in a game room in their home. Posters with photos of him line the walls, given to the family by the squads he worked with.
George Redner Jr. talks with any first responder who calls him at any hour about whatever they are struggling with.
Jacqui Redner said she misses her son every day and is fighting to save other mothers' children, including working to change state and federal laws.
"These are the people who we call when someone in our family is hurt or dying or having a heart attack," she said. "These are the people who save us ... and we can't as a country take care of them?"
Wes Venteicher is a Tribune-Review staff writer. Reach him at wventeicher@tribweb.com. Copyright The Tribune-Review

Survey Reveals Alarming Rates of EMS Provider Stress and Thoughts of Suicide

Courtney Smith, 54, drove to a desolate country road on a cold winter morning. It was three hours from the city where she worked as a medic for 28 years. Courtney pulled to the side of the road and sent a text to her three children. She told them she was proud of them and that she loved them. She then walked out into the field beside the road, pulled out a pistol and succumbed to the memories that had been nagging her for years of shift work, responding to countless horrific calls. The flashbacks of a mother’s wail when she’s told her child has died, the vision of bodies mangled in a vicious car wreck, and the memories of all the suicides—the smells and the sounds—would plague her no more. Courtney always seemed to be able to manage the stress that accompanies the critical calls—the type of calls that haunt most people. It was all a facade. Courtney was able to hide the pain and subdue the effects of the nightmares and flashbacks she had almost every day. She knew if she showed any weakness, she would be pulled off the truck and possibly lose her job. The thought that she would lose the respect of her partner, her boss and her co-workers was more intimidating than addressing her issues. The idea that she may need counseling was even scarier. Courtney’s co-workers, friends and family were surprised by her suicide. They said everything in her life seemed fine. She was happy, vibrant and excited about her future. They said she loved her job, loved her children and loved her husband. She was the person they could all count on when they needed help.

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