The single greatest driver of happiness and performance in the workplace is the quality of your relationships.
When we are strongly bonded to those around us, know that our voice and ideas matter, and feel efficacious in bringing those ideas to reality in a well-functioning team, everything else around “satisfaction” usually falls into place.
There’s much out there now in management and workplace psychology literature on ways to proactively encourage the development of workplaces like the one I described above. I write about that as well. However, in my work as a consultant and leadership mentor, I noticed that there’s very little training and support around the flip-side of those issues.
The majority of things we hate most about work are also relational – and entirely preventable. Talk to someone who loathes their job. Ask them why and most will talk about things that have to do with people, not only systems or remuneration. They will say that there’s a lack of trust, a bullying supervisor, gossipy cliques, or perhaps a few toxic personalities that operate unchecked.
Every leader needs to know how to build a positive and affirming workplace community. However, to do that well, you also need to be skilled in addressing the relational problems and challenges that interrupt the formation of the relationships we all crave.
Like all arts, martial or otherwise, relational conflict has its own set of foundational skills. You’re unlikely to learn them by accident. You didn’t learn them in school. Some of them are not pretty or fashionable in a world where hurting someone’s feelings can be a capital offense. However, these skills are one of the factors that have always separated the mere managers from the leaders – the contenders from the pretenders.
Consider the following questions as an organizational leader:
The answers to these questions will be a key predictor of success in the current marketplace. There are now approximately 10 open positions for every 5 willing workers. Job seekers have the advantage and will likely retain it for several more years to come. The best people that you are hoping to recruit and retain, will expect workplaces marked by healthy relationships as much as an opportunity to technically shine.
Companies prepared to provide that relational environment by ensuring that organizational strategies, systems, leadership development, and culture maximize relational skill-building will have a massive edge in the new economy – and also make work much more fulfilling for all.
BLOG | PEOPLE / TALENT
The Golden 5% is the full expression of our ability, multiplied by our maximum possible effort, multiplied by our full contribution of heart. It is the performance equivalent of what we offer in a deeply loving relationship – the absolute best of ourselves. And yet, we rarely give it or reliably inspire the giving of it by others in organizations. Why?Read More
BLOG | FAMILY DYNAMICS / GOVERNANCE
Part of the challenge in a family business, or any business for that matter, is that the world does not stop and allow you to pursue your strategy in a nice, orderly fashion. Whether it is internal or external, issues pop up throughout the course of the day in any business. So how do you prevent issues from derailing the company’s progress? Here are a few ideas for minimizing their occurrence and how to deal with them effectively when they do happen.Read More
BLOG | FAMILY DYNAMICS / GOVERNANCE
In working with many families and their businesses, I’ve found that every family has its own unique DNA, behaviors, values, and traditions. Yet, there is ONE theme that made all the families seem very similar...and that is the tension, angst, and, at times, a complete unwillingness to eat a meal together due to a lack of clarity around making business decisions for the family business. How do I help families clear the air of business-related issues so they can share a meal together as a family without tension, drama and strife? Governance and routine.Read More
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