A Better Way to Work Together
We are most familiar with treating employees as if they can split their personal from their professional life when coming to work. At its root is an inherently dehumanizing belief that employees can turn off the influences of one on the other.
Certainly employees’ financial struggles or ailing family member shouldn’t influence work performance.
For too long too many managers have falsely believed that employees’ personal struggles should be checked at the door. Certainly employees’ financial struggles or ailing family member shouldn’t influence work performance. Didn’t you see the “check your personal problems here” box to the left of the door?
Too many workplace cultures struggle to recognize our natural tendencies as human beings
To be fair plenty of managers have recognized the absurdity in this antiquated thinking. Yet too many workplace cultures struggle to recognize our natural tendencies as human beings: need for autonomy; need for affiliation; need for recognition; desire to make a difference; desire for meaning.
Thriving organizations must look at the relationship between managers-employees and find a better way to work together. Once such way is to create cooperative and collaborative work relationships.
To create cooperative and collaborative relationships requires managers to get to know the “whole employee,” and not just view them through the work they do. Every employee, from managers to individual contributors, has aspirations, interests, and goals, that when known and encouraged can help build deeper bonds.
Learning more about each team member and what is important to him or her helps create relationships that can be turned into value
Most of us respond positively when someone shows interests in what we want out of life. Such bonds can deepen trust. And the deeper the trust the more agile, flexible an employee and a team can become.
I remind you that when we spend nearly a third of our time working with each other, learning more about each team member and what is important to him or her helps create relationships that can be turned into value for the organization, for the manager and employee.
Managers must learn to better integrate leadership actions and management practices that recognize the humanity in the working relationships we hav
A better way to work in the 21st century is to create mutually-beneficial relationships for manager-employee and organization-employee. Both set of relationships need one another to be successful. The mutual-benefit underlying each pairing is to help the other achieve what it cannot do alone.
A fundamental shift, however, needs to be a diligent and consistent focus for managers to create a work environment that recognizes our natural human tendencies. Furthermore, managers must learn to better integrate leadership actions and management practices that recognize the humanity in the working relationships we have with each other and with the organization.
Art by Jeff