 Work is a place where we give and we get.
Some days, it feels like we're giving far more than we're getting. Where things go quickly wrong is when expectations are not clear. If employers don't communicate what they expect of their employees (i.e. what they need), how will they know? And vice versa. If employees are not expressing what they really need in order to be fulfilled and productive, the employers have no way of knowing. What employers deceive themselves into thinking they need from their employees is someone who sits at a desk or moves around in a building (aka at work) for 8 to 10 hours a day, looking busy, talking loud or not talking at all (depending on the, dare I say it, culture), shuffling paper, saying 'yes' to everything, moving parts, navigating spreadsheets, and so on. Really, they can probably do many if not all of those things in the comfort of their own home and still be productive. And many employees probably prefer to do so BUT they're not asked or, if they're asked, their employer doesn't really care. All of the above, and more, can soak the creativity out of otherwise creative and driven individuals. Regardless of the size of an organization, employers need to get straight to the point and ask their people: What do you need from me? The sincere ones will tell you. For example, I need clear direction on what my job is, what winning looks like, good pay, and a flexible work schedule built on trust. For me, work is work. It's not family, it's not a place to socialize or boost my ego. Unless you have no other social network I do understand how work can be a place for socializing and connecting. But for many, it's simply something we do and somewhere we go in order to make money. So, get to the heart of the matter. Whether you're an employer or an employee , ask: What do you need from me? Leaders have the daunting task of setting vision. Often, what it really ends up being is a checklist of things employees can and can't do. These employees (aka blue-collar workers, laborers, hourly employees, etc.) who are in the trenches of the daily operations of a company are sometimes left behind when it comes to cultural/operational change that is in the works.
If an idealist in the workplace (in this context, let's call them an executive) is someone who does things based on principles and lofty ideas, the pragmatist (laborer) is someone who does whatever is deemed to be practical. In theory, executives have commendable ideas and plans, and their motives may even be self-less. In practice, they often come across as unrealistic and self-centered. Both sides have to compromise. No one will get everything they want. If your 'uppers' have failed you or you feel they just don't understand you, be patient. Try seeing things from their perspective. If it goes on for years, and there is no change, make sure your resume is updated and you have a good LinkedIn profile. For the directors and executives out there, keep it real. Don't turn 'vision' into something it's not. Here are a few tips on closing the gap: 1. Address the elephant(s) in the room. Don't avoid problems, especially if they are reoccurring. Your team knows them. Tackle them head on and show your team that you are willing and able to help. Know what activities make up their 'daily grind' and pay attention to the squeaky wheel(s). 2. Repetition. This is your key discipline for changing or developing culture. What you do over and over will leave an imprint (good or bad). Repeat the vision. In meetings, emails, internal communication, etc., keep sharing what the future looks like in your new & improved workplace. 3. Care & Concern. Simply put, no one cares how much you know until they know how much you care (thanks John). Care for the people on your team. Talk their language. Ask questions that are not just related to work. Be professional but make sure you are personable. To be continued... Danny You'll get into situations at work, if you haven't already, where you'll want to prove to someone, or a group of people on your team, that you were right.
That you had the right answer. That you came up with the right solution. That your way was the best way. That the steps you followed were according to protocol. That because of your work, things 'got done.' But being right (or proving you're right) and coming out the victor is not always the right thing. It can ruin your chemistry and collaboration with people. Instead of trying to make yourself look good (which is really hard to do without appearing self-centered or desperate ), ask 'what's best for the team?' I'm not naive, I know that in the heat of the moment, this can be difficult. But it's not impossible. Don't focus on being right. Focus on doing what's right. |
ABOUTBiblical, on-the-go, tips for thriving at work. Written by Danny Kovacs, from first-hand wins & losses. This is the digital space where I share free resources and learning moments throughout the week/month. ARCHIVES
August 2024
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