Category Archives: Psychology

Will Artificial Intelligence Make Us Stupid?

4 Replies

Will Artificial Intelligence Make Us Stupid?

GUEST POST from Shep Hyken

I was just at an industry conference focusing on AI (Artificial Intelligence). Someone commented, “AI is going to make us stupid.” Elaborating on that statement, the commenter’s reasoning was that it takes thinking and problem-solving out of the process. We will be given the answer and won’t have to know anything else.

I can see his point, but there is another way of looking at this. In the form of a question, “Did calculators make us dumb?”

I remembered getting a calculator and was excited that I could do long division by just pushing the buttons on the calculator. Even though it gave me the correct answer, I still had to know what to do with it. It didn’t make me dumb. It made me more efficient.

I liken this to my school days when the teacher said we could bring our books and notes to the final exam. Specifically, I remember my college algebra teacher saying, “I don’t care if you memorize formulas or not. What I care about is that you know how to use the formulas. So, on your way out of today’s class, you will receive a sheet with all the formulas you need to solve the problems on the test.”

Believe me when I tell you that having the formulas didn’t make taking the test easier. However, it did make studying easier. I didn’t have to spend time memorizing formulas. Instead, I focused on how to use the information to efficiently get the correct answer.

Shep Hyken Artificial Intelligence Cartoon

So, how does this apply to customer service? Many people think that AI will be used to replace customer support agents – and even salespeople. They believe all customer questions can be answered digitally with AI-infused technology. That may work for basic questions. For higher-level questions and problems, we still need experts. But there is much more.

AI can’t build relationships. Humans can. So, imagine the customer service agent or salesperson using AI to help them solve problems and get the best answers for their customers. But rather than just reciting the information in front of them, they put their personality into the responses. They communicate the information in a way their customers understand and can relate to. They answer additional and clarifying questions. They can even make suggestions outside of the original intent of the customer’s call. This mixes the best of both worlds: almost instantly accessible, accurate information with a live person’s relationship- and credibility-building skills. That’s a winning combination.

No, AI won’t make us dumb unless we let it. Instead, AI will help us be more efficient and effective. And it could even make us appear to be smarter!

Image Credits: Shep Hyken, Pixabay

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.

 

Meeting Expectations Versus Managing Hope

Leave a reply

Meeting Expectations Versus Managing Hope

GUEST POST from Shep Hyken

At a recent customer service presentation, the speaker who preceded me said that we must do better than simply meeting our customers’ expectations, and he shared some stories of truly amazing service experiences. Then it was my turn to speak. I didn’t want to contradict him, but I needed the audience to understand that it is impossible to go above and beyond with customers at every interaction. Sometimes meeting expectations is a perfect experience.

In my customer service keynote speeches, I talk about ‘Managing the Moment’. The idea comes from Jan Carlson, and if you’ve been following me, you will recognize this concept. Every interaction customers have with you or your company gives them the opportunity to form an impression. Understanding this simple idea is a good start to developing and/or maintaining your customer service and CX strategy.

I believe you must manage expectations, and if you are even the tiniest bit above average in doing what customers expect, your customers will love you, give you high ratings, and refer you to their colleagues and friends. The key to being successful with this idea is to be consistent. You want customers to say things like, “They always are knowledgeable,” or “They are always so helpful.” The word always followed by something positive, typically an expectation is what you’re going for.

Shep Hyken Expectations Cartoon

So back to the idea of just meeting expectations. Some people confuse expectations with hope. Here’s what I mean by this. If I call someone for help and leave a message, I expect them to call me back, and I hope they will return the call sooner rather than later.

Let’s say I’m called back within an hour. I’m pleasantly surprised because the person met my expectation of the callback and did it in the timeframe I hoped they would – maybe even a little sooner.

Most customers won’t analyze the experience quite this way, but it is exactly what they want – or hope for. They will, however, notice that the call was returned quickly and may say, “Thanks for calling me back so quickly.” The returned call was expected. The comment about “quickly” indicates their expectations were met or slightly exceeded. And if you do that every time, the customer will use the always when they talk about you and describe the experience by saying, “They always call me back quickly.”

Let’s flip this around. I believe most customers hope for a great experience, but not necessarily an over-the-top or above-and-beyond experience. And based on their typical experience with service laggards, they, unfortunately, don’t have high expectations. So, whenever you meet or just ever so slightly exceed what your customers hope for, you’ve created a positive experience that gets them to say, “I’ll be back!”

Image Credits: Shep Hyken

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.

Why Not Now?

Leave a reply

Why Not Now?

GUEST POST from Mike Shipulski

If you are anxious, you’re worried about what might happen. You’re living in the future. If you are sad or angry, you’re reacting to what happened. You’re living in the past. Nothing can be accomplished when living in the past because the die is cast. And nothing can be accomplished when living in the future because it’s all in your head. The only time we have is now.

The only time to start is now. Even if your project is a short one, you’re in a day-for-day slip with your completion date for every day you don’t start. And this is doubly true for long projects. If you’re living in the past, you block yourself from starting because the last project was difficult, you didn’t have the resources or it didn’t come out as expected, and you want to protect yourself from a rerun. If you’re living in the past, you block yourself from starting because you don’t know how it will turn out, you don’t have all the answers, you don’t have sufficient resources, and you don’t know what you don’t know. Acknowledge the problems with the past and potential problems with the future, and start anyway.

Starting starts with starting.

The only time to say something is now. If you’re living in the past, you block yourself from saying something controversial or thought-provoking because you remember how it went the last time someone did that. If you’re living in the future, you prevent yourself from saying something radical because, well, you weren’t paying attention and missed your opportunity to change history. Acknowledge that there may be some blowback for your insightful comments, live in the now and say them anyway. And live in the now so you can pay attention and use your sharp wit to create the future.

If you don’t say something, nothing is ever said.

The only time to help is now. Living in the past, you block yourself from understanding the significance of the situation because you see it through old lenses. Living in the future, you block yourself from helping because you worry if the helping will help or worry the helping will get in the way of your future commitments. If someone needs help, help them now. They will understand that the outcome is uncertain, and they’re okay with that. In fact, they will be happy you recognized their troubling situation and made time to check in with them. When you live in the now, people appreciate it. The time to help is now.

When no one helps, no one is helped.

When you find yourself living in the past, close your eyes, recognize your anger or sadness, and focus on your breath for ten seconds. And if that doesn’t work, put your hand on your chest and do it again. And if that doesn’t work, tell yourself your sadness is temporary and do it again. This is a fail-safe way to bring yourself into the now. Then, sitting in the now, start that project, say what must be said, and help people.

And when you find yourself living in the future, close your eyes, recognize your anxiety, and focus on your breath for ten seconds. And if that doesn’t work, put your hand on your chest and do it again. And if that doesn’t work, tell yourself your anxiety is temporary and repeat. This will bring you into the now. Then, sitting in the now, start that project, say what must be said, and help people.

The only time to shape the future is now.

Image credit: Pixabay

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.

The Real Reasons Employees Stay Or Leave

1 Reply

Hint: It’s about more than money

The Real Reasons Employees Stay Or Leave

GUEST POST from Shep Hyken

What if every great employee you (or your company) hired never left? Of course, that’s unrealistic … or is it? Joey Coleman is one of the brightest authors and speakers on the planet. His first book, Never Lose a Customer Again, is one of the very best books I’ve read on how to keep your customers coming back. He’s now taken some of the same ideas that worked for customer retention and written a second book, just as brilliant, Never Lose an Employee Again.

Coleman studied and researched organizations worldwide, and he found that 50% of hourly employees quit before their 100-day anniversary. For non-hourly or salaried employees, it’s 20%. I interviewed Coleman on Amazing Business Radio to learn how we can keep good employees.

“How we onboard employees and make them feel part of our community can differentiate whether they will be long-time employees or leave almost as fast as they came,” Coleman said. “The first 100 days are the most important time in the entire relationship with an employee because this is where the foundation is laid.”

So, why do employees leave? Contrary to popular belief, the No. 1 reason an employee leaves to work elsewhere is not money. In the traditional exit interview, where an employee talks to their employer face-to-face, money is the easiest and safest excuse for an exit. The true reasons for leaving are more telling—and can help prevent an employee from going, even if offered more money somewhere else. Coleman cites the Work Institute employee retention study, sharing the top five reasons employees leave:

  1. No clear career path — This is the top reason employees leave. Nearly one-quarter (24%) don’t see future opportunities in the organization. Most employees want to advance their careers and learn new skills. Laying out a potential path for an employee from the very beginning of their employment with you can have long-term benefits.
  2. Stress or lack of resources — Not providing employees with the tools they need or giving them too heavy of a workload can impact their emotional health, which could lead them to find work at another company.
  3. Health and family matters — As much as an employee may love working with your organization, personal health, a sick child or an aging parent can interfere with their ability to work. Regarding the latter, Coleman says, “Just as some employers provide daycare for young children, some employers in the future will also provide an eldercare program.”
  4. Work/life balance — The job has to fit the employee’s lifestyle. Something as seemingly insignificant as a long commute can negatively impact the employee’s personal life so much that they leave.
  5. Money — Almost one in 10 (9%) leave because of money. That means nine out of 10 leave for other reasons, often within our control.

After reading the reasons listed above, here is Coleman’s top advice:

  • Affirm the employee made the right decision to come to work at your organization — The concept of affirm is one of the eight phases of the first 100 days Coleman covers in his book. There is a scientifically proven emotional reaction in which a new employee begins to doubt their decision to accept your job offer. It is called “new hire’s remorse,” which happens between when they accept the job offer and their first day. Reaffirm your new employee’s decision to accept your job offer. Establish a personal and emotional connection even before their first day.
  • On-boarding must be practiced at a higher level — Don’t just onboard the first day or two (or even a week or two). Coleman says, “If you’re not painting a clear path for your people but expecting them to manage and figure out their careers on their own, then you deserve to lose them.” The amount of time you spend with employees over the first 100 days directly correlates to how long they will stay.
  • The employee’s personal life is important — Notice that three of the five reasons people leave the organization are personal. Coleman says, “You need to know what’s going on between 5 p.m. and 9 a.m. as much as you are interested in what’s happening between 9 a.m. and 5 p.m. What are your people doing and dealing with when they are not at work?”

I’ve often said that you won’t have a business without customers. Coleman makes the case that the same applies to employees. Much of what gets customers to come back is a great customer experience. You can’t deliver a great CX without a great employee experience on the inside of your organization. Coleman says, “People think that customer experience and employee experience are two different silos. The better way to look at this is that they are two sides of the same coin. We must work on both!”

This article originally appeared on Forbes.com

Image Credits: Shep Hyken

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.

Three Cognitive Biases That Can Kill Innovation

Leave a reply

Three Cognitive Biases That Can Kill Innovation

GUEST POST from Greg Satell

Probably the biggest myth about innovation is that it’s about ideas. It’s not. It’s about solving problems. The truth is that nobody cares about what ideas you have, they care about the problems you can solve for them. So don’t worry about coming up with a brilliant idea. If you find a meaningful problem, the ideas will come.

The problem with ideas is that so many of them are bad. Remember New Coke? It seemed like a great idea at first. The new formula tested well among consumers and even had some initial success in the market. Yet what the marketers missed is that many had an emotional attachment to the old formula and created a huge backlash.

Our minds tend to play tricks on us. We think we’ve done our homework and that we base our ideas on solid insights, but often that’s not the case. We see what we want to see and then protect our ideas by ignoring or explaining away facts that don’t fit the pattern. In particular, we need to learn to identify and avoid these three cognitive biases that kill innovation.

1. Availability Bias

It’s easy to see where the marketers at Coke went wrong. They had done extensive market testing and the results came back wildly positive. People consistently preferred the new Coke formula over the old one. The emotional ties that people had to the old formula, however, were harder to see.

Psychologists call these types of errors availability bias. We tend to base our judgments on the information that is most easily available, such as market testing, and neglect other factors, such as emotional bonds. Often the most important factors are the ones that you don’t see and therefore don’t figure into your decision making.

The way to limit availability bias is to push yourself to get uncomfortable facts in front of you. In his new book, Farsighted, Steven Johnson notes two techniques that can help. The first, called pre-mortems, asks you to imagine that the project has failed and figure out why it happened. The second, called red teaming sets up an independent team to find holes in the idea.

Amazon’s innovation process is specifically set up to overcome availability bias. Project managers are required to write a 6-page memo at the start of every project, which includes a press release of both positive and negative reactions. Through a series of meetings, other stakeholders do their best to poke holes in the idea. None of this guarantees success, but Amazon’s track record is exceptionally good.

2. Confirmation Bias

Availability bias isn’t the only way we come to believe things that aren’t true. The machinery in our brains is naturally geared towards making quick judgments. We tend to lock onto the first information we see (called priming) and that affects how we see subsequent data (framing). Sometimes, we just get bad information from a seemingly trustworthy, but unreliable source.

In any case, once we come to believe something, we will tend to look for information that confirms it and discount contrary evidence. We will also interpret new information differently according to our preexisting beliefs. When presented with a relatively ambiguous set of facts, we are likely to see them as supporting out position.

This dynamic plays out in groups as well. We tend to want to form an easy consensus with those around us. Dissent and conflict are uncomfortable. In one study that asked participants to solve a murder mystery, the more diverse teams came up with better answers, but reported doubt and discomfort. The more homogeneous teams performed worse, but were more confident.

Imagine yourself sitting in a New Coke planning meeting. How much courage would it have taken to challenge the consensus view? How much confidence would you have in your dissent? What repercussions would you be willing to risk? We’d all like to think that we’d speak up, but would we?

3. The Semmelweis Effect

In 1847, a young doctor named Ignaz Semmelweis had a major breakthrough. Working in a maternity ward, he discovered that a regime of hand washing could dramatically lower the incidence of childbed fever. Unfortunately, instead of being lauded for his accomplishment, he was castigated and considered a quack. The germ theory of disease didn’t take hold until decades later.

The phenomenon is now known as the Semmelweis effect, the tendency for professionals in a particular field to reject new knowledge that contradicts established beliefs. The Semmelweis effect is, essentially, confirmation bias on a massive scale. It is simply very hard for people to discard ideas that they feel have served them well.

However, look deeper into the Semmelweis story and you will find a second effect that is just as damaging. When the young doctor found that his discovery met some initial resistance, he railed against the establishment instead of collecting more evidence and formatting and communicating his data more clearly. He thought it just should have been obvious.

Compare that to the story of Jim Allison, who discovered cancer immunotherapy. At first, pharmaceutical companies refused to invest in Jim’s idea. Yet unlike Semmelweis, he kept working to gather more data and convince others that his idea could work. Unlike Semmelweis, who ended up dying in an insane asylum, Jim won the Nobel Prize.

We all have a tendency to reject those who reject our ideas. Truly great innovators like Jim Allison, however, just look at that as another problem to solve.

Don’t Believe Everything You Think

When I’m in the late stages of writing a book, I always start sending out sections to be fact checked by experts and others who have first-person knowledge of events. In some cases, these are people I have interviewed extensively, but in others sending out the fact checks is my first contact with them.

I’m always amazed how generous people are with their time, willing in some cases to go through material thoroughly just to help me get the story straight. Nevertheless, whenever something comes back wrong, I always feel defensive. I know I shouldn’t, but I do. When told that I’m wrong, I just have the urge to push back.

But I don’t. I fight that urge because I know how dangerous it is to believe everything you think, which is why I go to so much effort to send out the fact checks in the first place. That’s why, instead of publishing work that’s riddled with errors and misinterpretations, my books have held up even after being read thousands of times. I’d rather feel embarrassed at my desk than in the real world.

The truth is that our most fervently held beliefs are often wrong. That’s why we need to make the effort to overcome the flawed machinery in our minds. Whether that is through a formal process like pre-mortems and red teams, or simply seeking out a fresh pair of eyes, we need to avoid believing everything we think.

That’s much easier said than done, but if you want to innovate consistently, that’s what it takes.

— Article courtesy of the Digital Tonto blog
— Image credit: Pexels

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.

Only Telling Your Truth Will Set You Free

Leave a reply

Only Telling Your Truth Will Set You Free

GUEST POST from Mike Shipulski

Every day, tell your truth.

Even if unpopular, tell your truth.

Especially if unpopular, tell your truth.

It’s not your obligation to convince others of your truth, but it is your obligation to share it.

Your truth is yours, and that’s enough. Tell it.

If someone doesn’t share your truth, you’ve done your part.

Your truth is birthed from your experiences, and that’s why your truth is unique and valid.

Your truth can be sharpened by listening to others’ truths, but you’ve got to listen.

If you don’t listen to others’ truths, yours will stagnate.

Stagnant truth is outdated truth.

Outdated truth is less useful than updated truth.

Image credit: Pixabay

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.

Vacations and Holidays the Best Productivity Hack

Leave a reply

Vacations and Holidays the Best Productivity Hack

GUEST POST from Mike Shipulski

It’s not a vacation unless you forget about work.

It’s not a holiday unless you leave your phone at home.

If you must check-in at work, you’re not on vacation.

If you feel guilty that you did not check-in at work, you’re not on holiday.

If you long for work while you’re on vacation, do something more interesting on vacation.

If you wish you were at work, you get no credit for taking a holiday.

If people know you won’t return their calls, they know you are on vacation.

If people would rather make a decision than call you, they know you’re on holiday.

If you check your voicemail, you’re not on vacation.

If you check your email, you’re not on holiday.

If your company asks you to check-in, they don’t understand vacation.

If people at your company invite you to a meeting, they don’t understand holiday.

Vacation is productive in that you return to work and you are more productive.

Holiday is not wasteful because when you return to work you don’t waste time.

Vacation is profitable because when you return you make fewer mistakes.

Holiday is skillful because when you return your skills are dialed in.

Vacation is useful because when you return you are useful.

Holiday is fun because when you return you bring fun to your work.

If you skip your vacation, you cannot give your best to your company and to yourself.

If neglect your holiday, you neglect your responsibility to do your best work.

Don’t skip your vacation and don’t neglect your holiday. Both are bad for business and for you.

Image credit: Pixabay

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.

The Surprising Benefits of Conflict in the Workplace

Leave a reply

The Surprising Benefits of Conflict in the Workplace

GUEST POST from David Burkus

Conflict in the workplace is often seen as negative, but it can be productive if managed well. In fact, lack of conflict on a team is the real negative. When teams lack conflict, it means that either everyone on the team thinks alike or those who think differently are too afraid to speak their mind. Healthy conflict increases communication, trust, teamwork, and innovation.

In this article, we will explore four surprising benefits of conflict in the workplace. And we’ll discuss how leaders can create a safe space for sharing diverse perspectives and model respectful debate to leverage the benefits of conflict.

1. Understanding Different Perspectives

The first surprising benefit of conflict in the workplace is that conflict helps team members understand different perspectives. This leads to empathy and diverse problem-solving skills. When team members have different opinions and ideas, it can be challenging to find common ground. However, when conflict is managed well, it can lead to a deeper understanding of each person’s point of view. This understanding can lead to empathy and greater understanding of the unique work preferences and personality of other team members. Empathy is an essential skill in the workplace because it allows team members to connect with each other and work together more effectively.

Moreover, conflict can lead to diverse problem-solving skills. When team members have different perspectives, they can bring unique ideas to the table. By considering multiple viewpoints, teams can come up with creative solutions to complex problems. This diversity of thought can lead to innovation and better outcomes for the organization.

2. Making Better Decisions

The second surprising benefit of conflict in the workplace is that conflict leads to better decisions by allowing more information to be shared openly. When team members feel comfortable sharing their opinions, it can lead to a more comprehensive understanding of the issue at hand. By considering multiple viewpoints, teams can make more informed decisions that take into account all relevant factors.

Leaders play a crucial role in creating a safe space for sharing diverse perspectives. They should model respectful debate and encourage team members to express their opinions openly. By doing so, leaders can leverage the benefits of conflict and ensure that all voices are heard.

3. Increasing Trust

The third surprising benefit of conflict in the workplace is that conflict increases trust. That may sound counterintuitive, but when task-focused conflict is handled respectfully, that shows respect for all ideas. When team members feel that their opinions are valued and respected, it can lead to a sense of trust among team members. This trust can lead to stronger relationships and better collaboration.

Building trust on a team is also important for leveraging the benefits of conflict. When team members trust each other, they are more likely to share their opinions openly and work together to find solutions. Leaders can build trust by creating a culture of respect and encouraging open communication.

4. Building Commitment

The fourth surprising benefit of conflict in the workplace is that conflict builds commitment. That sounds counterintuitive as well, but when every idea is considered, and the best idea wins, leading to a sense of being heard and understood. When team members feel that their opinions are valued and respected, they are more likely to be committed to the team’s goals. By considering every idea and choosing the best one, teams can build a sense of ownership and commitment among team members.

Leaders can build commitment by creating a culture of inclusivity and encouraging team members to share their ideas openly. By doing so, leaders can leverage the benefits of conflict and ensure that all team members are committed to the team’s goals.

Conflict in the workplace can be productive if managed well. Healthy conflict increases communication, trust, teamwork, and innovation. Leaders should create a safe space for sharing diverse perspectives and model respectful debate to leverage the benefits of conflict. Building trust on a team is also important for leveraging the benefits of conflict. By considering every idea and choosing the best one, teams can build a sense of ownership and commitment among team members. By leveraging the benefits of conflict, leaders can build teams where everyone can truly do their best work ever.

Image credit: Pixabay

Originally published at https://davidburkus.com on June 6, 2023.

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Making Employees Happy At Work

1 Reply

GUEST POST from David Burkus

As long as people remain the center of organizations, attracting, retaining, and motivating those people—keeping them happy at work—will be one of the most important elements of a leader’s job. Work is central to our lives. For most adults, work occupies the majority of waking hours. And being happy at work can make a big difference in whether those hours are a drain or not. And, by extension, whether those hours are productive or not.

But that job as become more and more difficult over time.

In recent years some of the circumstances around job satisfaction and happiness at work have been outside of leaders’ control—global pandemics and being always on the verge of a recession come to mind. But there are a few adjustments inside of leaders’ control that can dramatically effect happiness. In particular, research from Mark Mortensen and Amy Edmondson suggests four specific components effect the “employee value proposition” and hence their happiness at work.

In this article, we’ll review those four elements of employee happiness and offer suggestions on how to leverage each to make employees happy at work.

Material Offerings

The first element that makes employees happy at work is material offerings. Material offerings include compensation, bonuses, and perks, the office and individual workspace, location, and even schedule and flexibility. This is what most leaders think about when they think about satisfaction and happiness at work. But unless you’re a senior leader or business owner, there’s not a lot you can change—and even if you are, some of those changes will take a lot of time. If you’re a front-line leader or middle manager, then your options are even more limited.

However, there’s always some room inside the organizational/industry constraints you might be able to find. You may not be able to move offices, but you could give the team more autonomy over the design of their workspace. You might not be able to set the working hours, but you can work with the team to find a little more flexibility inside of those hours. And it’s worth considering any area you do have control over. Even if you can’t make big changes, your team will appreciate that you’re making the effort.

Opportunity to Grow

The second element that makes employees happy at work is opportunity to grow. This refers to an organization’s opportunities to develop and grow employees, which include assigning new roles, implementing job rotations, and offering training aimed at helping them acquire new skills. Humans are intrinsically motivated by progress—they want to know they’re growing in their knowledge, skills, and abilities. In addition, they want to know they work in an organization that has room for them to grow into new roles and take on new challenges.

And leaders at all levels can help create (or increase awareness) of opportunities to grow. So long as the organization isn’t shrinking, there will be opportunities for individuals to get promoted or take on new challenges. But often those opportunities don’t present themselves fast enough to be salient. So as a leader, it’s vital to get to know the people on your team—their career goals and their development needs—and create opportunities to learn for them. You may not be able to promote them immediately. But you can help them feel growth by assigning them new tasks or projects that will help them prepare for that desired promotion.

Connection and Community

The third element that makes employees happy at work is connection and community. This refers to an employee’s sense of being appreciated and valued for their identity, experiencing mutual accountability, building social relationships, and being supported by an energizing culture that encourages candid expression and fosters a sense of belonging. Humans are social creatures. And as social creatures, the people we work with have a significant effect on our satisfaction and happiness. People want to feel they belong and that they’re appreciated.

And connection and community is where middle managers and front-line leaders make the most difference in employees being happy at work. Because most people’s experience of work—and connection and community—is actually a reflection of the team they work with or the location the work at. If you take time to connect with each of your people and hold space for group conversations and experiences unrelated to work, that will help amplify your team’s feelings of connection. If you take the time to celebrate small wins, and encourage others to do the same, you’ll help increase everyone’s feeling of appreciation and belonging.

Meaning and Purpose

The fourth element that makes employees happy at work is meaning and purpose. This refers to the organization’s aspirational reasons for existing and employees desire to see their contribution to work that makes the world better. Many organizations attempt create a sense of meaning and purpose through mission statements or vision statements. But just like connection and community, meaning and purpose is felt more strongly on the individual and team level. Which means leaders at all levels need to create a direct connection between the larger mission and the individual purpose of their specific team.

People want to do work that matters, and to work for leaders who tell them they matter. And as a leader, one of the most powerful ways you can do that is by helping people answer the question “who is served by the work that we do?” And then reminding them of that answer on a regular basis. This not only creates a more motivated team, but it also creates a team that feels more meaning and purpose as well.

It’s important to look at these elements both individually and collaboratively. Individually, you may have noticed a specific element which your team lacks. But these elements work together to create an overall experience. Material offerings are great, but there is a diminishing return on their increase in happiness. It takes all four to create an environment where employees feel happy at work and hence feel like they can do their best work ever.

Image credit: Pixabay

Originally published at https://davidburkus.com on May 15, 2022.

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Be Human – People Will Notice

1 Reply

Be Human - People Will Notice

GUEST POST from Mike Shipulski

Speak up. Your ideas can’t see daylight unless others know about them.

Be wrong. When you’re wrong, you sharpen the rightness.

Be right. When you’re right in the face of wrongness, everyone wins, except for you.

Stand tall. Stand behind your decisions, but you can’t be responsible for their outcome.

Be truthful, but not hurtful.

Be overwhelmed. This is difficult.

Give it away. When things go well, delegate credit to the up-and-coming. They’ll remember.

Support others. When someone’s in the bucket, pull them out. They’ll remember.

Pay it forward. A kind soul gave it to you, and it’s time to give it to someone else. They’ll remember.

Say “thank you.” And mean it.

Be quiet. When things are on the right track, there’s no need to derail.

Take the heat. When there’s a mistake, own it so the young don’t have to. They’ll remember.

Make room for others. Nothing blocks their growth like your career aspirations.

Say nothing negative, unless you can’t. And if you must, say it in private.

Praise publicly, loudly, and often.

Set up others for success. And when accused of doing so, plead ignorance.

Share your frustrations, but sparingly. Done skillfully, it’s a compliment.

Be human. People will notice.

Image credit: Pixabay

Subscribe to Human-Centered Change & Innovation WeeklySign up here to join 17,000+ leaders getting Human-Centered Change & Innovation Weekly delivered to their inbox every week.