In Part 1 of Engaging the Unengaged, I refer to studies by the Gallup Workforce Survey. which have consistently placed the spotlight on organizational leaders’s weak “people skills” as a major factor in disengagement.
One major recurring theme in the studies is the importance of the positive relational dynamics that help co-workers feel connected to their work and a supportive workplace culture.
While these interpersonal skills may sound basic, it’s often surprising how many employees lack or ignore their value in promoting cooperation and good communication. Without question, these skills play a fundamental role in promoting engagement at work.
In Part 1 of 5 Things Leaders Are Not Taught, I wrote about how conscious leaders see the world. Their field of perception is broader. They commit to a continuous process of learning and they resolve to see more deeply because they understand that they don’t have all the answers. There’s a moral courage that grows from this kind of experience – and a willingness to engage in constant introspection and self-correction.
With ancient roots, today’s brand of mindfulness has brought a deeper level of attention to understanding the connection between the mind and the body as one. This “reality” may be new to the business world but its already changing the way we redefine attention and a sense of presence that is absent in most workplaces.
In her article, Mindfulness, Meditation, Wellness and their Connection to Corporate America’s Bottom Line, author Arianna Huffington writes, “Even a quick look at what’s happening in the American workplace shows it’s a seriously split-screen. On the one hand, there’s the stressful world of quarterly earnings reports, beating growth expectations, hard-charging CEO’s and focusing on the bottom line. On the other hand, there’s the world populated by the growing awareness of the costs of stress, not just in the health and well-being of business leaders and employees, but on the bottom line as well.”Continue reading →