Every organization follows different cultural practices with its employees, but the fundamentals of a strong organization remain the same. Employees are the pillar of every company and leaders are the cementing bridge that helps them learn new things, grow as individuals, nurture and develop their existing skills and inculcate new skills which will not only help them improve in their current choice of profession but future aspects as well. It is very vital to strike a balance between employee and organization's culture and understand how one can improve people's experience with them. Simon Sinek, motivational speaker, and marketing consultant reiterate on why happiness of employees matters the most for company growth.
Our business rather than "my organization" makes a vast difference
One of the chief contributing factors is the feeling of being part of an organization. When an employee feels they are a part of the company their opinions and views are taken into consideration, the output is exceptionally high. Simon explains it beautifully stating “It is much more difficult to reduce the heart counts simply” but it is easy to lay off people due to non-performance or losses in business when we calculate or term employees as head counts.
The environment is what makes or breaks the company and it is essential to try and work on people’s traits and appreciate the hard work and efforts. Practicing open feedback or feedback, in general, creates a positive environment and the sense of belonging. Simon states, “Charlie ken of next jump had stated that if your children had problems would you lay them off?”
Numerous external forces try to pull you down and hamper your success, but we have no control over external forces as these are constant. What matters the most is the internal conditions and how you handle your workforce and employees. When there is trust amongst your workforce, any task can be accomplished and no milestone is too big to achieve. He states, “Trust incorporations are feeling and not instructions. When people feel safe inside the circle, or an organization, remarkable things happen.”
It is not necessary that trust can be built only by confiding in a person small gestures like asking your employees about their experiences, guiding them with enhancing their skills and being available for the employees in any situation make the difference and develop the sense of trust.
If the organizational conditions or culture are wrong, people are forced to expand their time and energy to guard themselves against each other and then in return, weaken the organization. In other words, this kind of corporate culture reflects a bad system of survival.
Be a leader, not a boss
There is a thin line between being a good boss and being a good leader. Simon explains, “Leadership is a choice it is not a rank.” It's imperative to remember the journey and the hurdles you faced before becoming a manager or any post and treat your employees the way you wanted to be addressed. With authority comes responsibility and can be quite a task to manage both with an equal passion especially when one does not have breathing space.
However, understanding your team's needs, efforts and addressing their difficulties make you a great leader. “We call them leaders because they go first, take the risk before anybody else does, we call them leaders because they will choose to sacrifice themselves so that their people are safe and protected and their people can gain” states, Simon.
"The world was filled with danger and trying to kill us reduce our lifespan, so we evolved as social animals incorporating trust that others will help me in times of need," states Simon Sinek.
Attending meetings or organizing team outings do not provide lasting effects or benefits. The motive of these gatherings is to get employees to loosen up and adjust themselves to the environment of your organization. Addressing an employee by their name or a simple act like asking them about their best experience at work during the day can make the difference and work wonders which might be difficult when people are not comfortable with their leaders.
Change is imperative and we cannot have any control over external forces, pressure or uncertainty of the market but what we can measure is the environment and business relations with our colleagues and how we maintain the same equation no matter the situation. Simon states that we applaud people who get the job done, not worrying about the consequences. He says, “In military services medals are given to people who sacrifice themselves for others. In business, we give a bonus to people who are willing to sacrifice others so that we may gain.” There are no two ways in life about achieving targets and set goals. However, these objectives can be accomplished without following the cutthroat practice instead encourage a system that bonds people together and takes stand for each other in times of need.