Written by Justin Bailey
When designing structures engineers select the proper materials to withstand the elements and the rigors of use. While in some cases these materials are engineered to allow for movement, the integrity of the structure for the most part depends on its parts retaining their shape and location. In other words, the success of things made of materials is based upon their ability to remain for the most part unchanged. In this predictability is safety.
The same can not be said when building things made of people. The needs of organizations change as do people within the organization and the unpredictability of life shoots down even our best laid plans. If predictability is safety here, we’re done! How do we find our footing and move toward our vision, complete our mission and fulfill our purpose while caring for those who make up an ever-moving organic edifice?
While this is an absolutely massive question—one whose answer could fill volumes—may I make some simple suggestions and pose some questions that I believe will serve to get us down the road to answering that question for our unique situations?
Identify the things that can’t change.
In the midst of such flux, there are some static things that are true of our organizations and the people that comprise them that we must identify. While it is healthy and realistic to expect changes in organizations, markets and people, having anchors set in the right places can help us and our people weather almost any storm.
How do we discover what and where our anchors are? Try asking yourself the following questions: What is your mission, vision and purpose? What are the principles in your organization that are non-negotiable and the areas in which you should rightly refuse to compromise. What character traits do you value organizationally?
It’s a certainty that the corporate health of any organization is based largely in the individual health of those who compose it. While the individuals who make up your organization also make up the largest body of variables, there are some unchanging needs that each person has. While individual needs are as individual as the…individual, Brad Palmer notes five areas that I think we all can relate to:
I matter I need to feel that my organization has a worthwhile purpose. And I need to understand how my tasks contribute and matter to this.
I belong I need to feel part of the tribe. I need to see workplace values that ring true and that are widely shared as the foundation of a vibrant workplace culture.
I’m enabled I need easy access to the tools, information, and processes to do my work. I need clarity on how to find help, get work done, and make decisions.
I contribute I need to have my accomplishments recognized. I need to know that my teammates appreciate and value my contributions.
I’m respected I need to feel respected. My organization must provide an environment of trust where information can be confidently and appropriately shared.
Do your people have a strong sense that they matter, belong, are enabled, able to contribute, and are respected? These are key elements of a dignity-infused workplace culture.
We must identify the unchanging aspects of our
organizations as well as the unchanging needs of people
who compose them in order to maximize individual
engagement and fulfillment as well as corporate health.