People are not tasksor robots. I’m still surprised when I meet people in the workplace who don’t believe that people are the most important part of their jobs. Sadly, the people are a means to my end meme still dominates. Granted, many people are disengaged, burnt out and disempowered – and can’t summon up the energy to deal with diverse personalities and needs andintense organizational pressures and demands.
Most of the business world is still organized on the principle that a job is essentially an economic transaction. Workers are being asked to do more with less –and faster than ever before. Employee head count is down and the bar for performance set higher. And managers still don’t seem to understand how to establish a workplace environment that view workers as people. An over reliance on the rational (we’re here to work!) and on emotions that don’t feed the human spirit (anxiety, mistrust, resentment, frustration) all contribute to the sense of exhaustion and disillusionment that many employees feel. Continue reading →
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.