Respect is a word we throw around a lot. It’s a staple of every mission statement and something we expect from others. But if we are honest, it’s rarely defined clearly, and even less often is it intentionally cultivated. Too often, respect is just writing on the company wall or treated as a one-way street by those with positional authority. Leaders expect it from employees, teachers demand it from students, and the conversation ends there.
But respect isn’t just a word or a vague ideal; it’s a functional response class. That means it’s a set of observable and measurable behaviors that demonstrate consideration for the values, boundaries, and dignity of others. As behavior analysts, we understand these behaviors are shaped and maintained by social contingencies, reinforced when they align with cultural norms and interpersonal expectations. Importantly, respect doesn’t always look the same. What counts as respectful in one culture or setting may differ in another, but at its core, respect is about actions that foster positive relationships and maintain harmony.
So, how do we take this broad concept and make it real? By operationalizing respect as something we can observe, teach, and measure, we move it from being just a value we talk about to a behavior we actively live out.
Respect in Leadership
For leaders, respect goes beyond asserting authority. In fact, I don’t consider those who rely on positional authority to be leaders at all. They go into a completely different response class that I’ve humorously labeled A$$ CLOWNS (Gavoni, 2024). More on what that acronym stands for in another article. At any rate, respect is about showing your team that you value them through consistent, deliberate actions.
Take, for example, a leader who notices the hard work that went into a project. Instead of a generic "thanks" email, they take time in a meeting to highlight individual contributions: “Rachel, your innovative approach to the design challenges saved us time and improved the final product. Great work!”
If public recognition like this aligns with the performer’s preferences and the cultural norms of the team, it demonstrates respect by recognizing effort in a way that reinforces desirable actions and shared values. However, if the performer prefers more private acknowledgment, a simple one-on-one conversation or personalized note might be more appropriate. Respect, in this context, requires knowing your team and adapting your behaviors to ensure the reinforcement is meaningful to the recipient.
Respect also means being consistent. It’s not enough to recognize achievements once in a while. Leaders who make recognition a routine part of their interactions create an environment where employees feel seen and valued. Imagine a manager who, during weekly check-ins, makes a habit of pointing out contributions that moved the team forward. This predictable reinforcement fosters trust and motivation.
Involving the team in decision-making is another way leaders demonstrate respect in a behavior analytic organization. For instance, if a clinical director is considering adopting a new data collection system, they could present the options during a staff meeting, demo the tools, and invite team members to provide feedback. This approach not only respects the expertise of the behavior analysts and RBTs who will use the system daily but also reinforces the idea that their input is valued in shaping decisions that impact their workflow and client outcomes. By involving the team, the leader ensures the decision aligns with both organizational goals and the practical needs of the performers.
Finally, respect is about being fully present. A leader who’s glued to their phone during a brainstorming session sends a clear message that their team’s contributions aren’t a priority. Contrast that with a leader who leaves their phone at their desk and focuses intently on each team member’s ideas. It’s these small but deliberate actions that signal respect in a way words alone never could.
Respect is a Two-Way Street
Respect isn’t something that only flows from leaders to employees—it’s multi-directional. In a behavior analytic organization, team members have as much responsibility as leaders to foster a culture of respect. Take, for instance, when a clinical supervisor effectively de-escalates a tense situation with a parent or staff member. A BCBA acknowledging this with a quick, specific note, such as, “Your approach during that meeting was spot-on. You kept the discussion focused and constructive—thanks for guiding us through it,” reinforces effective leadership behaviors and contributes to a respectful environment.
Respect among peers is just as important. Consider a behavior analyst recognizing an RBT for going above and beyond to implement a challenging intervention plan. A simple, “Your creativity with that reinforcement strategy made a real difference for the client today—great work!” not only boosts the RBT’s morale but also sets a standard for collaboration and acknowledgment within the team.
Proactivity is another hallmark of respect. When a team member identifies a challenge, stepping in to address it without being asked shows commitment to the team’s shared goals. For instance, if progress note templates are causing confusion, a behavior analyst who suggests revisions or drafts a clearer version demonstrates respect for their colleagues’ time and efficiency.
Finally, respect thrives on follow-through. If a BCBA commits to submitting updated program materials by Friday and delivers them as promised, they demonstrate reliability. This seemingly small action builds trust and shows respect for the team’s dependency on their work. In a field where consistency and accountability are paramount, these behaviors set the tone for a cohesive, respectful workplace.
Everyday Respect in Action
Some people with positional authority think respect can be found in grand gestures. But as behavior analysts, we know that it’s found in the day-to-day interactions and decisions that define a workplace. It’s the clinical director who involves their BCBAs and RBTs in setting goals for client progress, ensuring everyone feels accountable and invested in the outcomes. It’s the BCBA who seeks feedback after a parent training session, showing they value their colleagues’ input and are committed to continuous improvement. And it’s the simple but meaningful act of pausing to involve the team in decisions, offering choices, or being fully present during discussions.
Imagine a clinical supervisor noticing a decline in session fidelity across a team of RBTs. Rather than jumping to conclusions or assigning blame, the supervisor uses performance diagnostics to identify the root cause—perhaps a lack of clarity in the behavior plan or insufficient training. From there, they provide targeted coaching and resources to address the issue, demonstrating respect by proactively supporting the team instead of criticizing their performance.
Respect goes both ways, and employees show it by advocating for their own needs when challenges arise. For instance, an RBT who struggles to master a new data collection app and asks for additional training isn’t showing weakness—they’re showing commitment to delivering quality services. By seeking help, they respect the team’s shared goals and the importance of accurate data collection for client outcomes.
In behavior analytic organizations, respect is built on these small, consistent actions that signal trust, accountability, and a willingness to collaborate. It’s not flashy—it’s functional, measurable, and embedded in the way we work together every day.
Measuring Respect: If You Measure It, You’ll Move It
Respect is more than just writing on the wall, text in a manual, or something declared at meetings—it’s something you do. And in a behavior analytic organization, to make respect truly meaningful, it has to be measurable. If respect is genuinely a core value, it should be reflected in your data, just like any other critical metric.
At the organizational level, respect can be assessed through metrics like employee retention, grievance reports, and staff satisfaction surveys. For example, frequent turnover or low engagement scores might suggest that employees don’t feel respected or valued. By collecting and analyzing this data, leadership can pinpoint areas where respect needs reinforcement.
At the process level, the focus shifts to how teams function. Are staff included in decisions that impact their work? Are communication channels transparent? For instance, tracking how often team members contribute to discussions about clinical protocols or participate in team goal-setting can reveal whether respect is embedded in the organization’s daily operations.
At the performance level, respect becomes even more tangible in observable behaviors. This includes whether commitments are kept, achievements are recognized, and constructive feedback is provided regularly. Peer reviews, supervisory observations, or even self-monitoring systems can help track these behaviors.
When respect is measured, it’s no longer just an ideal or a feel-good concept—it becomes actionable. In a behavior analytic organization, metrics tied to respect highlight the functional behaviors that create a culture where people feel valued, heard, and motivated. By making respect visible in the data, organizations ensure it’s not just a value in theory but a standard that shapes the way they work.
Making Respect Real
Respect is farm more than a checkbox on a to-do list or a one-way directive—it’s really a shared responsibility which manifests itself into shared behavior (culture). In behavior analytic organizations, creating a culture of mutual respect is something that leaders and employees shape together through their actions. It’s about the consistent, everyday behaviors that show consideration for each other’s expertise, efforts, and humanity.
I’ve seen this in action at organizations like Piece of the Puzzle Behavior Analysis, where Christina Morales and her leadership team spent months unpacking their core values of inclusion, quality, and respect and embedding them into every part of their system. That might seem like a of time to spend on values. But the result? Dramatic increases in retention, profit, morale, and, most importantly, student outcomes. Their commitment to making respect and other core values tangible wasn’t just a feel-good exercise—it became the backbone of their success.
When the value of respect is unpacked into daily interactions—whether it’s through thoughtful recognition, collaborative decision-making, or follow-through on commitments—it moves from being just a word to becoming a driving force. It’s this kind of intentional effort that fosters trust, builds commitment, and enhances productivity. In workplaces where respect is actively lived out, employees thrive. And when teams thrive, so do the learners they support. Respect, when fully realized, turns a workplace into a true community where everyone feels valued and empowered to succeed.
Reference
Gavoni, P. (2024). Positional authority ain’t leadership: behavioral science for navigating bull$hit, optimizing performance, and avoiding a$$ clownery. Heart & Science Consulting, LLC.
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