Home Uncategorized Why should you care in the workplace?

Why should you care in the workplace?

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A guest post by Professor Paolo Gallo and Professor Dave Ulrich reveals why it’s important to take care of your career and Workplace.

The article begins with reference to a study that began at Harvard University in 1938 and is still ongoing, asking the question, What Makes a Good Life? Of the 724 men surveyed, when it came down to a fruitful existence, it wasn’t money or fame that kept participants happy, it was good relationships and the relationships they built.

They note the adverse effect of the pandemic on this pursuit for happiness. We’ve all had to bite a lot of people, not even going to visit family, and when we can, we can’t even touch them.

This bleeds into our professional lives, this disconnect and freeze on relationships and life can lead to anxiety in the workplace and around the job itself. With sectors dying, companies struggling and budget cuts across industries, this worry hurts ability to work.

Gallo and Ulrich described how to deal with this: 1. Caring for Yourself, 2. Serving Others: Your Role as a Leader, and 3. Institutional Legacy.

self care

To begin with, taking care of yourself, taking care of yourself, you should look at the change and think, “What do these changes mean to me?”. This may be among the many questions raised by this article, How will the pandemic affect me and me? How do I make my stand against social injustice? How can I develop skills in this ‘digital 4.0 world’? How can I adapt to this economic crisis? How can I deal with the current political scenario?

One of the most important questions is how do I develop and maintain the emotional reserves of energy to cope with the demands of today’s world?

In response to these issues, Gallo recommended changing leaders and mastering 5 C’s, chaos, crisis, complexity, confusion and change. It is in charge of the strong people in distress, being able to find their way through the chaos.

Complexity refers to the creation of technical expertise to learn, adapt and understand the ever-changing world and its complex issues. It relies on the right to impose one’s ideas on others, as well as on the basis of trust and cooperation to solve problems.

Confusion Nothing is black and white in today’s world, this ambiguity in the workplace means that concepts, ideas and situations have different meanings for different people. This is why it is important to resolve these differences by involving everyone in the dialogue.

Change is such an integral part of life that, as Gallo says, ironically, change is the only real constant in our lives, and how it is imperative not to resist but to be open to adaptation, as we all suffer from epidemics. have to do with

Ulrich also advocated for leaders to become empathetic meaning makers through three principles. personalization, which means focusing on the individual, their emotional needs, and a leader who has the ability to connect with their employees as genuine people.

he pushes too exploit the uncertaintyHow to navigate through and account for the turbulent world we live in, in a time where there are more questions than answers. This is done through realistic optimism, using uncertainty as a point of note to re-invent, change, or redo. Co-discover and co-create a more positive future.

by offering at the end guidance, in which you organize your company correctly and effectively, focusing on various factors such as talent, leadership, capabilities and human resources.

That is to say, when leaders take care of themselves they can take better care of others. To do this the article notes that you have to define success for yourself through your passions and values, this may change over time but the challenge of defining what you want will remain.

It also notes how to create resources to enable you to pursue what you want. It can be physical, intellectual, social, emotional and spiritual, they can come from within or can be external.

Lastly, for self-care, you must focus and be nimble, instead of looking back at failure, you have to keep moving forward on the path you want. When something works, catch it, when something doesn’t work, account for it but still move on.

Serving Others: Your Role as a Leader

Leadership is not about what you know and do, but how you know and help others know and do their work better, using your strengths to create others. The article references research showing that people who care about others are 60% more likely to be promoted.

People who donated are 43% happier than those who donated and increase your emotional, physical and financial well-being by volunteering and helping others.

When you are a leader, your self-care should focus on how you can help others become better as well. This can be done by sharing feelings by asking how they feel, showing empathy by appreciating their circumstances, shaping their experience by encouraging them and stimulating their energy to help them accomplish their goals. Do it.

We understand the term but we need to internalize three aspects, referencing “Emotional Intelligence” published by Daniel Goleman in 1995. 1. Cognitively, empathy is to fully understand what the other is feeling, 2. Emotionally, to feel what another person feels or at least to acknowledge their feelings, and 3. To act on the matter and actually do something about it.

Another key idea of ​​this is that listening is not that you understand, but that the other person is understood. There is a difference between assuming you know the story and telling that I get it versus the person feeling they have been heard and acknowledged their plight.

Another tip is to have a positive personal agenda as a leader, as you will be engaging with many people such as employees, peers, customers, etc. You should ask if your interactions are leaving a more positive impression than a negative one. This can happen with “lollipop leaders” in that they have the head for the business but no heart, employees with piles of work with no real clue as to why they should care about that work, done by giving it praise. opportunity, etc.

Institutional Legacy: Build an Organization Culture That Keeps You Alive

It focuses on the ability to build an organization that keeps you and even the relationships you build alive. Companies utilize individual talent through group actions because the sum is greater than its parts.

The article’s research found that organizational abilities have a 3 to 5 times impact on business outcomes compared to individual competencies. As a leader, your organization needs to step up your individual efforts and turn individual intent into lasting collective actions, your work culture will surpass you if you do it right.

Some of the key points on this are people who share the company’s values ​​and intentions and turn those aspirations into daily operations, hire, train and promote them. Performance is concerned with building reward systems with standards and incentives that drive correct behavior and outcomes.

Information is concerned with improving communication and top-to-bottom information sharing, meaning that CEO news must be communicated effectively to everyone, searching for an outside signal to an employee. Finally, do the work, establish organizational policies such as working hours, locations and roles that match your desired goals.

This article ends by referring to the health of nations, organizations, communities and people as the mainstay of their real wealth. Self care and caring for others are imperative in the modern working world and should be taken seriously to ensure that leaders get the best out of their employees and the company.

this article. was written by paolo gallo, assistant professor, Bocconi University, Milan, executive coach, and author, and Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan and partner, The RBL Group.

Disclaimer: The opinions expressed within this article are the personal opinions of the author. The facts and opinions appearing in the article do not reflect the views of knews.uk and knews.uk does not assume any responsibility or liability for the same.

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