“A job is about a lot more than a paycheck. It's about your dignity. It's about respect. It's about your place in your community.”
Is this merely political rhetoric? Or does the speaker have a point?
Building Trust That Works: How Clarity, Communication, & Community Provide the Pathway
In this instance, my trust in the person and the shared outcome enabled me to trust the process. My confidence In the messenger’s care for me and the faith I had in a positive destination became terra firma on which a bridge could be constructed over otherwise perilous waters of defensiveness, doubt, and insecurity.
The clarity of our common goal, the courage of vulnerable communication, and confidence in our shared relationship empowered me to receive constructive feedback with an assumption of the giver’s positive intent. Clarity, communication, and community provided a pathway through a potentially tumultuous moment.
This Revelation Ends Modern Micromanaging: How to Revolutionize Organizations & Teams
Although clarity, communication, and inclusion must be priorities for all relationships at work, it is essential as organizations seek to strengthen themselves in the areas of Diversity, Equity, and Inclusion (DEI).
In the absence of true inclusion and inclusive leadership, the “I” in an organization’s DEI strategies represents incompleteness, ineffectiveness, and insincerity.
The absence of inclusion is not only destructive to organizations, it is anti-human, as well.
The Four Stages of Psychological Safety: Defining the Path to Inclusion and Innovation (My 3 Takeaways)
With half of workers experiencing incivility at work, these outcomes represent are very real, very significant costs for the organization, which highlights the need for psychological safety at work.
Timothy R. Clark, author of “The Four Stages of Psychological Safety,” provides an easily digestible guide for understanding and, more importantly, implementing a culture of psychological safety in any organization. Clark draws not only on his impressive research experience, but also his own personal experiences in consulting and manufacturing organizations, and even as a first-team AcademicAll-American college football player.
Clark argues that the foundational levels of psychological safety are a human right, not earned, but owed.
When the Office is a Quiet Place: Why We Need Compassion & Humanity in the Workplace
In 2009, Gallup found that 25% of a random sample of 1,003 U.S. employees were “ignored” at work, and the results were staggering. If a manager focuses on a person’s strengths, the odds of that person being disengaged at work are just 1 out of 100.
The lowest levels of engagement, however, were reserved not for those whose managers focused on their weaknesses, but for the 25% of people who were ignored by their managers, where 19 out of 20 were disengaged.
Clearly, our workplaces need leaders who are good humans, not just good workers.