According to a survey conducted this past month by the American Psychological Association, “Despite uncertainty in the job market, the top reasons working Americans say they stay with their current employers are work-life fit and enjoying what they do…” The report also notes that, “Fewer employees cited concrete reasons for remaining on the job, such as benefits, pay and a lack of other job opportunities.”
What does this mean? David W. Ballard, PsyD, MBA, the head of APA’s Psychologically Healthy Workplace Program who conducted the study, suggested that, “To engage the workforce and remain competitive, it’s no longer sufficient to focus solely on benefits. Today, top employers create an environment where employees feel connected to the organization and have a positive work experience that’s part of a rich, fulfilling life.”
Keeping employees, and getting their best performance, is consequently a function of understanding and approaching workers in concert with their psychological functioning. It requires an acceptance of what people need and derive from work. This framework of what people need and how they function is the six principles for the people side of business.
When employers pay attention to the needs of their employees, help them find the right fit in the company, and care about work/life balance they create an atmosphere where people not only feel connected, they take ownership of their work and the company mission. When employees want to stay, they are more likely to creatively solve problems, build the company, and participate in teams. They need less supervision and operate more autonomously. And, satisfied workers who stay save the incredible cost of new hires and their associated training needs and learning curve.
Attending to the people side of business is not just a nice thing to do for your employees; it is what creates the dynamism and performance of a successful company. The survey confirms it.
Tom DeMaio, PhD
While the guiding premise for communications in the workplace is that they are aimed at implementing the six people principles, communications processes should be structured throughout the organization. Okay, that’s a mouthful, what do I mean?
Almost everywhere I have consulted we have examined the communication process in terms of how often it occurs and how it is structured. Staff meetings typically take place on a regular basis, be it weekly or monthly. Regularity is critical because it establishes predictability for processing work and managing interpersonal process. The meetings also have a standard flow or agenda that helps everyone move through the business at hand. Of course, this includes not just the actual technical business, but also the support elements of taking care of people.
As essential as the transaction of business is the provision of support to staff. It is this component generally not seen as critical to the ongoing well-functioning of the team. Meetings are an opportunity for management and leadership to check in with the team, build a sense of family, and cull for personal issues floating around. For example, too often there are rumors or hearsay that creep into the group. These need clarification, correction, or denial. Oddly enough, all work groups seem to spontaneously generate “emotional stuff” (worries, concerns, or feared consequences).
There are whole books written on conducting a useful and successful meeting. In short I encourage meetings to be brisk and move through needed topics. Meetings should generally start with a brief support message (as explained in my previous post on communication sandwiches). Next would be what I call the “administrivia” portion of the meeting. These are the announcements, informational details, and reminders; they are like condiments on the meat. It is better to get them out of the way as soon as possible. In the meat section of the meeting is the hard technical business (“how do we meet our quarterly goals” or “how do we refine this process”). Finally, the meeting concludes with support.
That final support section can (and often should) be extended, especially if the work business is accomplished quickly. “How is the team getting along?” “Does anyone have a concern about our teaming they’d like to bring up?” “We have a new team member, maybe we could hear from Julie about how she got here?” “Are there topics for our next meeting?”
Communications works best when they feel natural and not formulaic or scripted. When they happen regularly staff gets a chance to participate in developing the organization and to process any personal issues related to that work. Communications are the essential tool for building a work team that functions comfortably and with personal satisfaction.
Tom DeMaio, PhD
The guiding premise for communications in the workplace is that they are aimed at implementing the six people principles. That is, the purpose is to provide support and structure for the employees. Communication must be intended to nurture, build a family-like environment, and offer opportunities for growth. It also should reinforce the structure needed to accomplish the work; not just defining policies and procedures, but clarifying outcomes.
The communication process might be thought of as a sandwich. The bread on both sides is supportive, with the center filling or meat being structure. Here’s how it looks. The communications between manager and employee should generally start with a greeting or a check in, or some sort of personal connection. At a minimum there is a “hello”, or a “how are things”, or a “nice to see you.” It might include an “I’d like to cover these topics, do you have something?” These comments make a personal connection that optimizes human receptivity for the discussion about the tasks of work.
The center of the sandwich is the meat of the conversation. “Let’s look at these technical processes together,” or “I need some changes to the report you gave me.” This part of the conversation is the business at hand. It is focused on what needs to happen for the organization to succeed.
Not to squeeze the metaphor too hard, but the bread is always personal, and the meat is generally impersonal. When going over the business at hand, you are never judgmental or derogatory about the person. It is all focused on the needs of the business. You are not critical of the person, but you may express the need for the work product to change.
The communication interaction or meeting closes with some form of personal connection. It can be as simple as “great” or “good luck” or “nice talking with you.” One of the best examples of this type of ending occurred weekly on Hill Street Blues, a show about the work of an inner city police precinct. At the end of every assignment meeting, before sending his men into duty, the Sergeant would invoke, “Hey, let’s be careful out there!” Now, there’s a meeting end that communicates the importance of its members.
Great leaders know how to put these sandwiches together. Buon appetito!
Tom DeMaio, PhD