Being Human At Work

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People are not tasks or 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 and intense 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

Engaging The Unengaged: Part 2

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In Part 1 of Engaging the Unengaged, I refer to the Gallup State of the American Workforce Survey that revealed that “America is largely a nation of working automatons, with most people not feeling emotional ties to what they do and sizable numbers actively seeking to sabotage their colleagues and managers.” 

I cited some astounding statistics (hopefully, not too many) that suggested the issues and causal factors underlying disengagement.  A major component contributing to engagement that explicitly and implicitly surfaced in the study was relational dynamics. In other words, “people skills,” which is the focus of this article.

Gallup places the spotlight on managers and leaders whose weak people skills fail to help others feel connected to their work and good about themselves. What are these people skills that not only relate to others, but to us as well?

At the risk of sounding overly simplistic, here are a few of the people skills that I find missing in many managers that directly affect employee engagement. Continue reading