We treat our people like royalty. If you honor and serve the
We treat our people like royalty. If you honor and serve the people who work for you, they will honor and serve you.
In the noble words of Mary Kay Ash, “We treat our people like royalty. If you honor and serve the people who work for you, they will honor and serve you,” there is a teaching as ancient as the rise of kingdoms. Here, she speaks of leadership not as dominion, but as a sacred exchange of respect. When those who guide others act with generosity and humility, they awaken loyalty and love. To treat others like royalty is to recognize their worth and to lift them up, and in return, they will offer their strength and devotion freely.
The origin of this truth lies in the wisdom of the great rulers and philosophers of old. In the courts of just kings, the bond between ruler and subject was founded not upon fear, but upon honor and mutual care. Ancient sages taught that a leader is first a servant, and that the prosperity of a realm flows from the well-being of its people. Ash’s words, though spoken in the realm of business, carry this timeless principle forward, showing that even in modern pursuits, the same laws of harmony and reciprocity endure.
To serve those who work for you is to build a foundation of trust. When the humble laborer feels valued, when their efforts are seen and celebrated, their hearts become steadfast. Such service is not weakness, but strength, for it binds together a community with invisible threads of loyalty. In contrast, leaders who seek only to command and take will find their power brittle and fleeting, for fear and resentment cannot sustain a lasting order.
Thus, these words are not merely advice, but a guiding flame for all who lead. Whether in the halls of a kingdom or within the walls of a company, greatness arises when leaders walk beside their people with compassion and respect. By giving honor, they receive it in return, and by sowing service, they reap unity. Let every generation remember: the truest measure of power is not how many bow before you, but how many stand beside you in shared purpose and devotion.
DHDiep Hoang
Mary Kay Ash’s words are powerful, especially when it comes to recognizing the importance of honoring those who work for you. But how do we ensure that leaders who adopt this approach don’t feel like they are being overly generous or being taken advantage of? Is there a line between honoring and over-serving, and how do you find the right balance? I think it would be interesting to explore how this plays out in day-to-day leadership.
MTLE MINH THAI
This quote by Mary Kay Ash makes me think about how respect is often the foundation of a positive work environment. If you treat your employees well, they’ll respond in kind. But is there ever a case where treating someone with respect doesn’t result in the same treatment in return? How do we handle situations where the balance of respect isn’t as reciprocal as it should be? I think this question is worth considering.
MTMy Tr
Mary Kay Ash’s philosophy is a great reminder that leadership is not about commanding respect but earning it through kindness and service. But what happens when a leader doesn’t receive the same level of respect back? Does this method still work, or does it require both parties to fully invest in the process? I’m curious to know how this approach plays out in real-life leadership scenarios—have people seen this in action?
ABPhuong Anh Bui
I love how Mary Kay Ash highlights the power of serving and honoring those who work for you. It reminds me of the saying, ‘lead by example.’ But does this only apply to a business setting, or can it extend to other types of relationships, like family or friendships? How do we make sure that this balance of giving and receiving respect is maintained without feeling like we’re being taken advantage of?
HTNguyen Thi Hoai Trang
Mary Kay Ash’s words really resonate with me because they emphasize the importance of mutual respect in the workplace. It’s often easy for leaders to forget that respect and appreciation go both ways. Do you think this approach would work in every work environment, or is it specific to certain industries or cultures? I wonder how different leadership styles might impact employee loyalty and performance. What do you think?