We don't often hear these three words in the workplace: forgive, love, and compassion. Yet when we meaningfully express them and use them as a call to action they can have a huge impact on the culture of our organizations. Forgive: The Encarta Dictionary defines forgive this way: “(to) stop being angry about or resenting somebody or somebody’s behaviour; or, to excuse somebody for a mistake, misunderstanding, wrongdoing or inappropriate behaviour.” I haven’t heard the words “forgive” or “forgiveness” used much in the workplace. When they are used with meaning they have a powerful impact. Mostly I have heard words that beg forgiveness like "sorry" and "apologize." Often with little meaning behind them. They were more polite words, then meaningful words. I have also heard expressions that can easily be interpreted as discriminatory, blaming or name calling. Everyday someone in the workplace, including the boss, makes mistakes. Mistakes are made because we are not perfect. The thing about mistakes is that they can be corrected, and they do need to be corrected. However, there is no room for the blame game, name calling and discriminatory language. To get caught up in the latter is a sure sign we are still harbouring anger or resentment. Correct the behavior and when appropriate say, “I forgive you, and mean it.” Think of the positive effect it would have on the culture of an organization if people forgave each other for past wrong doing or misunderstanding. Seeking forgiveness and forgiving are not easy. Read the definition again: “stop being angry about or resenting somebody or somebody’s behaviour.” It’s easy for someone to say "I'm sorry" and “I forgive you.” It’s harder to remove the resentment or anger one feels. This takes time, but until we come to grips with these feelings we will become consumed by them and the anger and resentment will tear us up from the inside out and our relationships and overall effectiveness will be diminished. So, the first thing we need to consider is the forgiveness of oneself, because it is the self, who holds the resentment, anger and grudge. It is a reciprocal process binding both forgiveness and forgiving. And once the healing is experienced through forgiveness and forgiving we can go on and forgive others. Forgiving and asking for forgiveness also takes courage. Asking for forgiveness shows our vulnerability. Something we don't do easily as we see vulnerability as a weakness. When we understand the power of forgiveness we turn that weakness into a strength. Seeking forgiveness lessens our burden and actually shows the strength of our character, and when accepted, the character of those we work with. When the reciprocal activity of forgiveness happens in the workplace it is a powerful statement of the trust, openness and compassion found in the relationships we have with each other, our team or our organization as a whole.. Forgiveness in the workplace pales against the seeking and giving of forgiveness we read about regarding the "Truth and Reconciliation" process people experienced in South Africa, or about our own process regarding our First Nation's people. The stories that were told, the deep forgiveness that was extended during those hearings should be an inspiration for all of us. If you get a chance, read some of those stories and be inspired about forgiveness, and ask, "why is it so hard to do this in our places of work?"
Love: Love is a loaded word in our society and perhaps it has always been that way. Love is almost always associated with emotion and synonymous with passion, attraction, desire, and sexual feelings. We certainly don’t condone sexual behaviour in the work place and many businesses have rightly developed policies about “romantic relationships.” However, we do use the words “passion” and “love” to express how we feel about what we do, for example: “I love what I do,” or, “ I’m really passionate about my work.” Another meaning for love is expressed through the acts of patience, kindness, respect, selflessness or gratitude towards one another no matter how hard that may be. This is a different kind of love. It is the love of volition, or the love of choice. It means our willingness to pay attention to the needs, best interest and the well-being of others, regardless of how we feel in any given day. It's the persistent positive action of what one does. It is consistent, fair and foundational. This is the type of love we can show in the workplace. As someone once said: “Love is, is what love does.” This is also the love that strong leaders share with their organizations and people they serve. Consider for a moment the impact great leaders have had who were not afraid to use and express love through their actions, such as: Jesus, Martin Luther King, Gandhi, Mandela, and Mother Teresa; or leaders in the business and sports world such as Jack Welsh, Herb Kelleher, John Hunter, Kevin Roberts and Vince Lombardi. One well respected Executive Director, I know, had no difficulty pointing out mistakes or correcting poor behaviour. When he was done with the correcting he would always say, “We still love you,” and did so in the kindliest of ways.
Compassion: There are several ways in which we can develop a culture of compassion in the workplace. Take for instance we can in a compassionate way:
Yet the word “compassion” is seldom used. How often have you heard, “let’s show some compassion to our fellow workers?” or, “we need to be compassionate about those less fortunate than us?" Compassion is all about understanding or empathy for the suffering of others. Here’s what I have heard too frequently: “tough it out,” "don’t cry,” “stop your whimpering,” and “I don’t want to hear excuses.” If we hear things like that perhaps we should ask, “Is there room for some compassion here?” There are real ways we can bring compassion to the workplace - we just need to commit ourselves to act. What are the rewards? Not much - just a healthy, committed and dedicated workforce. Who can ask for more? Try a little compassion next time you're faced with a difficult problem - it just may surprise you.
What to do: Try something different in your workplace. Consider forgiveness, love and compassion as cornerstones for positive interaction; it may just change your organizational culture for the better. We would be hard pressed to deal with “forgiveness” and “compassion” without the “love choice. That is why I have placed love between the two – we can’t have the two without the one. Can we really express these words in action independently of each other? Want to learn more? Books that may help: James C. Hunter, “The World’s Most Powerful Leadership Principle,” Greg Baer M.D. "Real Love in the Workplace," Karen Armstrong, "Compassionate Life," and a very light read by various authors “ Chicken Soup for the Soul at Work.” Richard P. Fontanie MSW, FCMC, Up-dated from Fontanie Learning Solutions Image from: Royaltyfree/corbis
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The traditional organization is hierarchical in structure and culture. It is based on top-down power and control. The new organization is flatter, flexible and collaborative. It incorporates a number of cultural and structural dynamics including those that impact leadership, management, customers, stakeholders, resources, processes and learning. In bullet form here are a few of the dynamics to look for in today's organization.
Leadership & Management
Customers and Stakeholders
People Within
Operations
Improvement
Does your organization approach some of these dynamics? Have you moved from the traditional hierarchical structure to the more engaged, flexible and collaborative one? Something I discovered while working with business owners and leadership teams suggested that many of them viewed organizational change as a theoretical construct. They talked change, discussed change models, and at times, were frustrated and paralyzed by it. It became mind boggeling. Yet, the most crucial element regarding change is not at the intellectual level; it's at the emotional level. It hits people in the heart and gut. Perhaps you can relate to these statements: "We're reinventing the organization but change is too slow." "Why don't my employees get it." "We've had meeting after meeting about the new vision for the company, but so little has changed." "My Board is getting impatient it wants to see people acting differently now." "We're in a process of changing our culture but it isn't happening fast enough." What's going on here? What's going on is that the leadership team doesn't fully understand, or is reluctant to accept that organizational change is a slow process, and could take up to seven years to come to fruition. No matter what the change is some aspect of the organizational culture will change as a result of the process. The fact remains, however, that organizational culture only changes when people decide that the change has value for them. That's the rub. People need to "feel" that the change will benefit them in some way. If they don't, the change will be long and fraught with difficulty. At its core, the leadership team want individuals to let go of something that defines them and replace it with something new and different. Imagine a large organization with all its systems and processes predicated on a hierarchical structure and the leadership team now deems that a vision-value driven organization with interconnected teams' delivering services and products within a flat structure is the way for the future. This is a tsunami change for almost everyone in the organization and becomes a huge challenge for them. Here the "what" and "how" of work is literally turned upside down. What was "valued and rewarded" in the past is now slipping away. Now imagine a small or medium sized business that's going through rapid change as it comes to grips with a fast paced evolving marketplace. New people are hired while others are let go. New products are brought on stream, and others are dropped. People are confused about the direction of the company, how to relate to each other and what they are supposed to do. Again, people are challenged about the "what" and "how" of their work. Most people define themselves not by who they are (which is the subject of another post) but by what they do; and, what they do is wrapped up in their self-image and ego. When people define themselves in this way, letting go of what they do means they need to redefine themselves in some way. This poses both an intellectual and an emotional challenge for them. Letting go, however, is precisely what has to happen if any change is to occur. The process of redefinition takes time and many will try to protect their ego, their self-image and their job (what they do) by initially denying that the change is real. They say such things as: “I don't think anything will really change." “Let's wait it out – this too shall pass,” “I’ll make some surface changes to show I’m willing, but I'm not going to really change what I do," and, "This new approach is too much for me, I can't go along with it." Leadership teams need to fully appreciate that organizations are made up of individuals who have different personalities, attitudes, habits and behaviors. When change is introduced they are asking each one of these individuals to accept a level of personal change. Some will want to hang on to their comfortable past, others will “get it" and will want to move ahead, while others won't be sure which action to take and will vacillate back and forth from one position to the next. Let's consider just one aspect of what we are asking people to change, their habits. Ask any leader two simple questions: 1) Did you have a well wired habit that you tried to change? and, 2) How hard was it to change that habit? If they are honest they will tell you that it wasn't easy and it took some time to feel comfortable with the new habit. When a leadership team embarks on changing an organization it is asking not one individual but many individuals to change their habits and behaviors. If those individuals have been working the same way and using the same processes within the same structures, they have developed a habitual way of completing their work. They now must break away from what they have interpreted as acceptable to something different and new. They are being asked to change their habitual pattern which over time has become part of their identity; and, taking on new habits is not necessarily easy and usually time consuming. At the root of all this is that the leadership team wants individuals to take a leap of faith - to trust them that the new is better than the old. Individuals need to be convinced that it is better to let go than to hang on. This requires the leadership team to constantly communicate and reiterate the positive aspects of the new direction with patience, practical learning opportunities, engagement, and the willingness to adjust when required. Lasting organizational change only happens when people are ready. They are ready when they intellectually recognize the benefits for the change and integrate them emotionally. That's when it becomes a new way for them. Some will grasp, celebrate, and incorporate the change quickly; others will recognize the benefits but will still be reluctant to change, When they do they may slip back to past behaviors and require continual encouragement and support. Eventually the organizational culture will change and those who have accepted the change will evidence a new habitual pattern. It is also my experience that there are those individuals who are unwilling to change. People around them have embraced or a least have adjusted to their new reality, but they haven't. In these cases the leadership team has three options, they can:
Questions to Ponder: Do you consider the mired of people issues when you embark on a change process within your organization? Do you think organizational change takes too long? Do you say: "Change, or else!" Do you believe that individuals have to integrate the change both intellectually and emotionally? Are there times when the leadership team can't wait - they need to move quickly and accept the fall out? What process do you follow when introducing change within your company or organization? You may also be interested in the series found under LeaderManager on the Front Page: "The Middle Muddle" Updated from the archives of Fontanie Learning Solutions. There are several common organizational strategies that result in a more effective use of human, capital and financial resources which result in a greater committed and satisfied workforce. When the strategies are applied in the private sector there is improved cohesion among management and employees and profits grow. When applied to the public and non-profit sector the same organizational cohesion occurs resulting in improved service and greater efficiency of resources. I found the following four integrated strategies consistently improved organizational outcomes. Rally around strategic intent. Every organization I have worked with gained when they developed or renewed a clear statement of its vision, mission, goals, values and SMART objectives. These are the hallmarks for improved motivation and productivity. Keeping the strategic intent of an organization alive is work for leaders and all those entrusted with enterprise outcomes. Maintaining its vitality is much easier when all key players from first line employees to the executive team are involved in the clarification process. Nurture a positive organizational culture. Organizational culture consists of behavioral norms and the underlying shared values that keep the norms in place. Shared values such as respect, honesty, integrity, reinforce how people within the organization treat each other. Studies have consistently shown that positive behaviour begets positive results and negative behaviour blocks positive achievement. Negative behaviour often occurs when positive values are allowed to languish or when they are not championed and lived by the leadership team of the organization. A positive organizational culture generates individual and team energy that drives positive internal and external customer relationships, self-satisfaction and productivity. Encourage collaborative team effort. Successful organizations are made up of independent and inter-dependent teams where the collaborative effort among the teams achieve the outcomes of the whole. Each team works synergistically within itself and cooperatively with other teams. The functions and role of each team is understood by other teams and day to day work flows seamlessly from within each team and outwardly to the others. One team is not better than the other and all teams search for ways to support each other for the betterment of the enterprise. They work like parts in a clock and in the end the clock goes tick-talk in a timely fashion; and, if the parts don’t work together the clock stops. So too in organizations, if teams don’t work effectively within and together productivity wanes, relations become strained and the organization falters. Engage employees in those things that affect them. There is sufficient hard evidence to show that engaged employees are productive employees which in turn translates into an improved bottom line. This substantiates my own experience in working with organizations. Engaged employees are those that both know what the organization is about and have an emotional attachment to it. An organization where people are engaged has clearly stated values which are authentically lived in a state of mutual trust, respect and fairness. Everyone fulfills the commitments and promises they make. Organizations with engaged employees reap the benefits of improved productivity, higher morale, reduced sick leave, and fewer accidents. Employees experience a “blend of job satisfaction, organizational commitment, job involvement and feelings of empowerment” (Engage for Success), as well as improved motivation, and a greater sense of self-worth and improved life style. Yet, even though we know all the benefits of an engaged organization, a report by Gallup Poll indicated that only 29% of Canadian and United States firms have an engaged workforce. Questions to ponder: Does your organization rally around a common purpose and direction? Are individuals and teams positively energized by the organizational culture? Do the teams work together like clockwork? Are the individuals and teams fully engaged so that they and the organization fully benefit? Need help acting around these questions, call a qualified consultant or business coach or consider training for your leadership team - Priority Management is an excellent training resource for this. Author: Richard P. Fontanie MSW, FCMC Up-dated from the files of Fontanie Learning Solutions. Note: Image Creative Commons During the 90’s, due to the expansion and access to information through computerization and the advent of the internet, a new way of conducting business began to emerge. Many industries adapted to this new reality and many remain still searching for a path forward. Here, I'm referring to the movement away from the industrial economy towards what we now call the knowledge economy. The industrial economy spawned organizations which enshrined power, order, predictability and control as their foundational framework. These organizations are efficient and organized to meet the demands of a mass production economy. They are structured to ensure that job security is tied to obedience, jobs are organized into segmented hierarchies or silos, tasks are made simple and are reproduced with maximum repetition, remuneration is made according to the type of job one has and workers are an extension of machines. The difficulty is that they are also rigid, slow to change and not flexible enough to meet the demands of today's fast paced business environment. Governments, military, large corporations, religions, schools, and unions were and are designed this way. The emerging information economy is birthing organizations based on shared power, flexibility, creativity and flow. They are designed to empower employees, encourage creativity and seek constant improvement. Organizational control comes through an adherence to a common vision, a set of values and corporate goals. The model looks messy from the outside looking in, but it does have structure and form, albeit flexible and fluid. Long term job security and company loyalty are not as prevalent as they used to be in the industrial economy. In the industrial economy structures, the individual finds him/herself inside the management structure. Individuals are told what to do, how to do it and when to do it. Teams are driven by management. In the Information economy, the management structure is inside the individual. In this model individuals become self-managers, self-leaders and teams grow in independence and are interdependently linked to one another. Power, order and control, are found in an alignment with a common vision, a set of common values and shared goals. People are engaged, creative and flexible. During the transition period, as organizations transform from one organizational structure to the other, individuals move from the dependence upon the organization found in a highly visible pyramid, to more independence within a constantly changing and fluid organization; and, end at a place where the pyramid is in the shadow. Work has been with us for untold centuries, but it was only in the turn of the 20th Century that the study of work and how it is organized began in earnest. Frederick W. Taylor (1856-1915) was the first person to approach work scientifically, and many of the gains made in productivity over the years are traced back to his theories of ‘scientific management’. The basis for Taylor’s theories was embedded in the way work was done during his day. During his time the economy was driven by the industrial complex typified by the assembly line. However most people today find work in what Dan Stamp, the former Chairman and founder of Priority Management International and Dr. Peter Honey, a world renowned Industrial Psychologist, have called “The Invisible Assembly Line.” The Invisible assembly line is comprised of knowledge workers, deals with ideas and information, and centred around people rather than solely around the production of material goods. It is estimated that over eighty per cent of present day workers are now classified as knowledge workers and primarily found in the service sector. Dan Stamp and Peter Honey recognized the significant contribution that Taylor made to the understanding of work but wondered how it applied to today’s knowledge workers. After extensive research into the behaviours of knowledge workers they began to piece together a “productivity platform’ for knowledge workers based on a decide, do and deliver model, underpinned by learning and determined by eight distinct processes which make up The Invisible Assembly Line. The first stage of The Invisible Assembly Line which sets a strategic direction identifies those processes which: 1) define purpose and 2) establish goals ; the second stage relates to executing the plan identifies those processes which: 3) focus resources with flexibility, 4) manage priorities, and 5) measure effects; and, the third and final stage which is about exceeding expectations identifies the processes which enable people to: 6) take ownership, responsibility and accountability, 7) influence others while maintaining interpersonal relationship, and 8) continue improving people, processes and productivity. Author: Richard P. Fontanie, MSW, FCMC Your work assembly line may be invisible but the results can be seen. Dan Stamp My parents always told me to be grateful for my blessings; no doubt your parents did as well. Learning to express gratitude was reinforced from my early years in grade school through to the end of my formal education at university. We were always encouraged to say a simple thank you and mean it.
We may have lost something in our society today as I think people show a greater sense of entitlement rather than a sense of gratitude for what they have and what others have helped them achieve. This is expressed in many ways: the disrespect shown towards co-workers, managers, and employers in our places of work; a lack of courtesy from drivers on our roadways and those who line-up at the grocery store; the cashier who utters the familiar deadpan "next"; and, the absence of a simple thank you when a good deed is done for another. Gratitude comes from the Latin word gratus meaning grateful and its first known use as an English derivative was in 1523. It expresses a feeling of appreciation, gratefulness or thankfulness. It has meaning for the giver when it is genuinely expressed and for the receiver when it is graciously accepted. Gratitude engenders a deep feeling of thankful appreciation for the goodness within us and others. In many ways it goes beyond the self to form a special bond with those we encounter, nature that surrounds us, and, a higher Spiritual Source that cuts through to our core. Ancient wisdom people, philosophers, religious leaders and spiritual writers tell us that gratitude is the basis for strengthening our relationship with God and with one another, as well as, improving our own well being. Intuitively they knew this and speak eloquently about it. These days, however, we are caught up with "evidenced based" learning and "scientific findings" to support what appeared to be naturally known. With that in mind here are few of the scientific findings about gratitude from a business perspective. I have found that grateful employees are also better employees. A growing body of Research shows that employees who express gratitude have greater attention, determination, enthusiasm, energy and are better able to deal with burnout. Others point out that employees who are encouraged with a sense of gratitude are more satisfied. With all this positive affirmation about gratefulness in the workplace one would think that expressing a thank you would be commonplace. Wrong! According to a study conducted in the United States under the auspices of the John Templeton Foundation and reported by Janice Kaplan, workplace comes in dead last among the places to express gratitude. The study also found that 74 percent of the people surveyed never or rarely expressed gratitude to their boss. But they are eager to have a boss who expresses gratitude to them. 70 percent would feel better about themselves if their boss were more grateful and 81 percent would work harder. A more recent study (still currently underway) is finding that organizations which show the highest level of gratitude are those providing community services - significantly greater than business, health care providers and government agencies (the latter two had the lowest scores). It also points out that employees are less likely to feel a sense of gratitude than those holding higher positions within the organization. Feelings of gratitude and appreciation are strengthened when employees feel valued. Consider these suggestions to improve a culture of gratitude:
So now we have a growing body of research that tell us what we have always been taught: Being grateful pays big dividends for our well being both in and out of the workplace. I end this post by going back to the beginning with my parents' words of wisdom, and what I hope every father and mother tells their child: "Give thanks for your blessings." Sources: Harvard Health Publications In Praise of Gratitude; Harvard Business Review: Foster a Culture of Gratitude; Mark Goulston: How to Give Meaningful Thank You; Amit Amin: 31 Benefits of Gratitude ; Victor Lipman, Why is Lack of Employee Recognition A Chronic Problem Author: Richard Fontanie MSW, FCMC. From the Archives of Fontanie Learning Solutions How do we find a sense of purpose and link it with our work? Sometimes we're unhappy because we don't have a full appreciation of our own sense of purpose and how it connects with our work. When we learn to connect our work (what we do) with our purpose (why we do it) then passion, excitement and joy usually follow. That's when people say "I really enjoy what I do." Successful businesses spend a great deal of time defining and branding their purpose. They do this because the brain trust of the company knows that a meaningful purpose and branding strategy is a uniting force both for employees and customers. Successful people also clarify their own sense of purpose. I know a CEO who says his purpose is "to remove barriers, find opportunities and do this while respecting the dignity of others." According to an article in Fast Company: Denise Morrison, CEO of Campbell Soup Company says that her personal mission is "To serve as a leader, live a balanced life, and apply ethical principles to make a significant difference." Joel Manby, CEO of Herschend Family Entertainment says "I define personal success as being consistent to my own personal mission statement: to love God and love others." Oprah Winfrey's purpose is "to be a teacher. And to be known for inspiring my students to be more than they thought they could be." Notice that the purpose statements are action and other oriented; and, they link our tangible reality with our intangible qualities. The focus on "others" tied to the intangible and often spiritual qualities are what make them meaningful. Notice also that the purpose statements are not the same. We all have unique gifts to offer others. Many people spend hours searching for a work but haven't spent any time clarifying their purpose. When employees don't connect a personal sense of purpose with work they are often unhappy, prone to complaining and disengaged. The ultimate outcome is apathy. Unfortunately, I have witnessed a lot of apathetic individuals within organizations. There are many factors that lead to apathy, for instance, it may be a result of poor leadership and management. On the other hand it may not. It may be a result of employees not finding real meaning in their work, or not taking the time to sort out their own purpose and how it relates to their work. In this latter case apathy results from a disconnect between what matters to the person and what they're asked to do. If an employee is disengaged and apathetic, managers are presented with an opportunity for some career coaching. Often managers respond to disengaged and apathetic employees by "Joe is not performing so let's get rid of him." There is another way of handling the situation. The manager can work with the individual to find a personal sense of purpose and then give him the opportunity to find a fit within the company (if there is one); or, help him come to his own conclusion that there isn't a fit, and he needs to find another workplace where he can better apply his skills and talents. My experience suggests that when individuals leave an organization where they received career coaching, they become ambassadors for that organization. Sometimes people find passion within their work after they are involved in it for some time. Initially they may see their work just as a job then something clicks - they find a home, their inner yearning for their own purpose becomes known - they find their passion. Jim was like this, for years he idled along in his work. He wasn't fired up about what he did. Then one day as he was toiling away at delivering water, something clicked. He connected water delivery with a higher purpose. He connected water with health and linked his job with helping others live healthier lives. His work no longer was a drudgery. Sure, he didn't like delivering water on cold or stormy days, but he did it because he knew he was helping someone. He had a higher purpose. He also became engaged in finding more efficient ways to deliver water, his demeanour changed from one who scowled most of the time to one who smiled most of the time. He became the "go to guy" when other "delivery boys" required support or clarification. Jim found meaning for himself and in his work and became passionate about it. You may be someone who isn't finding meaning in your work. If you are in this situation it's time to make some adjustments. Perhaps your work conflicts with your values, or the organization is in a process of change and is moving in a direction with which you are not comfortable. The question you need to ask is "do I want to be stuck in this situation for the rest of my life?" Does "what I do" connect with "why I do it?" If the answer is no, then it's time to act. It is better, and healthier, to find work that has meaning for you than to stay in a job that has little meaning or where you no longer find joy or satisfaction. This suggests taking a risk, leaving and landing back on your feet with purpose - you will be better for it. How to write a personal purpose statement.
Find work where your personal purpose statement and values fit like a glove. For example I know a nurse who is passionate about caring for others with absolute respect and love. She applies her passion with every patient under her care. I'm not trying to paint a picture of a Pollyanna type of existence. One where no personal or organizational obstacles are in the way. You will always be challenged, even when you commit to a meaningful and profound personal purpose. In fact you may be more challenged because you have purpose. Your sense of purpose, however, will reinforce your resolve, help you keep focus, and energize you to overcome those challenges. It is best to recognize that you will never be completely fulfilled because all of us are on the road of life that continues to unfold before us. You may already by living your work life passion. If you are, be thankful. If not, what changes do you need to make? "Whatever you decide to do, do it with passion and all of the energy that you have." Mary Barra, CEO of General Motors From: Richard Fontanie MSW, FCMC, the Archives of FontanieLearningSolutions Joy in the workplace transcends the mundane and contributes to improved productivity, job satisfaction and customer retention. Joy comes from the "inside out and the outside in." People express joy through their behaviour and action; and, their inner joy affects others and others have a reciprocal affect on them. It goes without saying that joy comes from people and not from machines. However, people do enjoy using technological devices such as tablets and computers for a variety of tasks. These do contribute to feelings of satisfaction but they don't emit any joy. These devices are innate objects - sterile, empty and joyless. Businesses and other organizations can also be innate and lifeless, especially if they are just a numbered company. What makes companies come alive are the people within them and how they relate to each other. A joyful organization is one where its leaders promote and give room for joy to flourish. Recently Richard Sheridan wrote about his company, Menlo Innovations, which has joy as a core principle. Sharidan's book, "Joy, Inc." explains why he thinks joy is so important in today's workplace and how it has led his company to heights beyond his expectations. Dennis Bakke the co-founder and CEO of AES Corporation, a highly successful energy company during his time at the helm, developed a workplace culture around the notion of joy and social responsibility. His book, "Joy at Work" tells his story of how the value of joy transformed his workplace while achieving a high level of profitability and customer satisfaction."Joy at Work" is written from a Christian businessman's perspective, but there are many gems in it for every leader regardless of religious or non-religious persuasion. I have had the pleasure of working with many local business leaders who encourage a sense of fun and joy within their organization. They may not have a specific "joy principle" as those mentioned above but the way they carry out their day-to-day business suggests they use joy and a pleasant work environment as motivational drivers. Supreme Basics Products, a family owned office furniture and products business founded in 1974 with a handful of employees and grown to over 300 employees today, has found a way to bring joy and fun to their workplace through active inter-team participation. Various functional teams throughout the organization use their imagination and creativity to celebrate key company milestones, express gratitude to customers and enjoy special occasions. The VP of Human Resources, Judy Bidyk, shared with me presentations and contest entries such as: Easter Egg and Halloween Pumpkin making contests, 'Meet Our Team' presentations and 'Customer Service Appreciation' awards. "It's a go big or go home mentality," she said, "and the bar is getting higher each time we do something like this! People just have fun with creating, competing, participating in good natured smack-talk and congratulating each other's efforts It's a joy to be part of it all. And you know, as they design and build their exhibits teamwork and engagement is naturally strengthened. Yes they're competitive, but competitive in a good way!" Warner Industries, a trucking dealership and transportation company, promotes the motto "Fun Friendly People" as a way to convey a message of what people inside and outside the company can expect. Graham Warner, the owner along with his wife Dionne, a cancer fighter and eight time survivor, has found a way to take the motto a step further by bringing laughter and humour to those suffering from cancer. They bring joy and hope to those undergoing the rigours of cancer treatment. ( Read their story of hope:"Never Leave Your Wingman") How do businesses encourage joy in the workplace? It's simple: they pay attention to what's important to people. I have found several common themes that emerge from their approach including: Do something different: Businesses and organizations that encourage joy have leaders who dare to do something different. In many businesses it is the owner or CEO who sets the stage for joy to percolate throughout the organizational culture. They have given their leadership team space to promote fun and joy by making them central elements of their business philosophy. They know if people are happy in their work, productivity improves. Lived values: Those businesses where people have smiles on their faces and show a sense of satisfaction have leadership teams that promote and live transcendent values such as commitment, trust, integrity, service, compassion, and social responsibility. The leadership teams lead by example and nurture the organizational values in as many ways as possible: one company develops "Wellness and Quiet Rooms", where people can go for physical or mental breaks; another engages their workforce in volunteering services to their local community; and, another takes selected employees on trips to developing countries for weeks at a time to work on improving social and health conditions. These leaders don't just hang the value statements on the wall; they find ways to make them come alive. Change and renewal: Leaders who encourage joy are also not afraid to make changes by involving employees in the process. They find ways to continually renew and up-date policy and processes. Something akin to an annual "spring cleaning." They recognize that it's the employees that make the organization productive and are the most likely ones to experience what works and what doesn't. Progressive leaders know that employees who are engaged in identifying and removing obstacles which limit and frustrate productive work, have a greater degree of job satisfaction and express that satisfaction (and may I say, joy) among themselves and with customers. Delight customers: At the heart of businesses that express joy is the principle that all employees have the responsibility to delight customers. They understand that everyone is a customer; and whether their employees serve someone coming through their doors or serve a colleague, the approach to delighting the customer is paramount. They also understand that it is difficult to delight a customer if employees themselves don't have a sense of delightfulness, and so they invest in programs that strengthen self-awareness, customer service practices, communication skills and team building. To delight others means to bring them joy. There are many other strategies that business leaders embed in their companies which contribute to employee satisfaction and hence a joyful place to work, such as:
Lessons Learned: Business and organizations that promote a fun-filled and joyful atmosphere are successful. I don't want to give the impression that they are overly idyllic or problem-free. Their leaders will readily admit that their organizations still have issues and that there is more to do to make their places of work come "fully alive." They also point out this will only happen with the participation of all employees. The joy that individuals feel relates to how they perceive joy and interpret it for themselves. Business can contribute to establishing the conditions for joy to enter into the workplace, but unless the individual accepts and internalizes what is offered, joy may elude them. In the end though I find that companies that develop approaches to delight customers, treat their employees well, search for a greater purpose, remove barriers to achievement, celebrate events and encourage just plain and simple fun, are companies that are a joy to work in and with. From: From the files of Fontanie Learning Solutions; image from www.freedigitalphotos.net |
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