What makes employees step up?

The year began for me with a series of setbacks. Life is often like that; the challenges come thick and fast. It has always been thus, and there is nothing to be done except deal with it. But when the season of setbacks is upon us, we need to step up, focus, stay calm, and address the issues as they come. To make that happen, we need usually help, from family and friends.

But also from employees.

I was heartened to see that employees of all types—in my home, in my workplace, and those hired by service providers—all stepped up and went the extra mile. They shouldered extra loads; they took charge when I was missing; they did their duties with extra concern and attention. They gave their additional, discretionary effort, not just the effort that is in their contracts.

Why is this not the norm? And what does it take to create a culture of work where folks feel able to step up and go beyond? There is of course a huge body of work on this subject, on what motivates and incentivises human beings in the workplace. I could give you chapter and verse on the details of reward and remuneration. But I won’t, because those are the mechanics. The thing that’s mostly missing is the intention.

To understand this, we must go back to the philosopher Immanuel Kant’s maxim on the difference between means and ends . He urged us to remember that every human being holds intrinsic value. He cautioned against reducing others to mere tools or stepping stones for our own ends. Each person carries inherent worth and deserves the same respect and dignity we reserve for ourselves.

When workplaces ignore this principle, they dehumanize people by reducing them to “resources” or “assets”—as though they were just fuel for the engine. Employees treated like expendable, exploitable inputs will often do the bare minimum, disengage emotionally, and leave at the first opportunity. The system becomes purely transactional—cold, brittle, and easy to break.

But imagine a workplace where Kant’s principle is in play. A boss who respects the intrinsic value of their team would behave differently. They would listen—not just hear, but truly listen—to what employees are saying about their work, their challenges, and their aspirations. Decisions wouldn’t be made in isolation or handed down from on high without explanation. Instead, they would reflect a genuine attempt to include, understand, and engage.

In such a workplace, recognition wouldn’t be limited to targets hit or deadlines met. A leader who sees people as ends would notice the quiet, often invisible contributions—like the employee who helps colleagues solve problems behind the scenes or steps up when no one’s watching. Those efforts would be acknowledged, not just with token gestures but with meaningful appreciation.

Following Kant might also mean taking a long view of growth and development. Instead of seeing staff as interchangeable cogs, leaders would see them as individuals capable of learning and advancing. They would invest in their people’s futures, not just their immediate output, offering opportunities to grow skills and explore new possibilities. This isn’t charity; it’s good sense. People who feel respected and invested in are far more likely to give their best, not because they’re forced to, but because they want to.

Workplaces that operate this way create an environment of mutual trust and respect. When employees know they are more than a line item on a budget, in my experience they repay that respect with effort and loyalty. This isn’t some utopian dream. It’s practical. It works. And yet, so many organizations fail to grasp it. They insist on treating people as costs to be managed, wondering all the while why morale plummets and engagement evaporates.

The truth is, when you treat people with honour and dignity, you don’t just get better work out of them; you build something that lasts. When you see employees as humans with their own intrinsic value—not just as means to an end—you create workplaces where people step up, where they feel pride in their work, and where they do more than anyone expected.

Treating employees with respect and dignity is not a soft or indulgent approach—it’s one of the smartest moves a leader can make. When people feel valued, they don’t just show up; they contribute more, think creatively, and stick around when times are tough. Disregarding their humanity leads to disengagement, high turnover, and a brittle culture that collapses under pressure. A workplace built on trust, fairness, and mutual respect doesn’t just feel better—it performs better. It delivers results that last, because it taps into the full potential of its people.

Teams that embody this principle—the ones who see their members as ends, not means—are the ones who weather the storms, come together in crises, and emerge stronger. And that’s no accident. It’s the result of intention, not luck. So you want your people to step up? Start by stepping up yourself. See them first, not just their roles. See them as people, not parts. Honour their worth, and they’ll give you more than labour—they’ll give you heart.

(Sunday Nation, 26 January 2025)

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