Being Seen and Heard in the Workplace
If you are reading this, you are likely a wise manager who invites employees to bring their “whole human selves” to work. Perhaps you are an exhausted employee, who is feeling invisible or unappreciated. Whoever you are, you are not a widget, and there is hope for you and your team!
I grew up during an era when parents believed that “children should be seen and not heard”. This belief, once similarly applied to employees, is now an outdated paradigm that is sure to drive employees away.
If these challenging times have taught us anything at all, if we are paying attention, it is that many people may be struggling and that people need to be seen and honored at work. After all, some of us spend more time at work than with our families and significant others. Job satisfaction is more important than ever, and people are taking steps to prioritize their mental and physical health and their families. For many, purpose and meaning have become central to their employment goals and dreams.
We know that people are leaving their jobs at higher rates and, some, without another job to go to. Some individuals are moving to non-profit positions or taking pay cuts to preserve health or prioritize family. Some managers may simply chalk the departure of their employees up to the “great resignation”. As workers leave, exit interviews are valuable tools to learn about process improvement and to build retention strategies moving forward. Replacing employees is expensive. In some positions, it may take up to two years for a new employee to effectively learn new skills and responsibilities.
What can employers do to improve engagement and how can employees find a place of employment where they feel valued (and healthy)? These are big questions and there are no simple or quick answers. Building a foundation of trust and a culture of engagement takes time and commitment.
What does “bringing your whole human to work” look like? Does it mean that we all need to be therapists at work? Absolutely not, it simply means that as managers, modeling compassion and acknowledging that personal lives can and do affect work lives. For example, a simple opening at the weekly meeting to allow folks to share items for “clearing” can help people be more present in a meeting. Additionally, honoring individuals means acknowledging the STRENGTHS each person brings and creating opportunities for them to use them in daily work.
Building on strengths instead of deficits is one of the most important things managers and administrators can do. The Gallup Strengths (CliftonStrengths) assessment and focused coaching can build a scaffolding for trust and engagement. Strengths-based coaching and team building create a shared language, culture, and a roadmap to greater clarity, increased engagement, and productivity.
If you are interested in learning more about individual coaching, creating a strengths-based culture, or increasing engagement with a customized package for your organization, please contact me!
If you want to dive deeper into what building a thriving and engaging workplace looks like, check out Corey Salmela’s blog post Future of Work: Empathetic Leadership.
Works Cited
Ava S. Butler. “20 Techniques to Improve Meeting Productivity: #2 Clearing.” Ava S. Butler, 13 Jan. 2014, https://www.avasbutler.com/20-techniques-to-improve-meeting-productivity-technique-2-of-20.
Cory Salmela. “Future of Work: Empathetic Leadership.” Meet Salmela, 13 April. 2022, https://www.meetsalmela.com/news/future-of-work-empathetic-leadership.