How to Humanize the Workplace
How an employee shows up at work is intrinsically connected to the workplace culture, their manager’s leadership style, and their connection with their coworkers. In some corporate cultures, there’s an expectation that employees will leave their personal life at the door. Others embrace “family” culture, still others have a spectrum of everything in-between. One thing is certain, whether they are keeping their personal life to themselves, or sharing details about themselves at work, we as human beings all have emotional responses at work and at home. As Bréne Brown states “The biggest mistake we make about who we are is believing that we are thinking beings. That we are cognitive-driven people, who on occasion stumble into emotion, move it out of our way, flick it aside and get back to our thinking selves. This is not true. We are above all else, emotional beings who on occasion think.” Despite corporations wanting to believe all staff are there to think on their behalf, that is only one part of the complexity of the human experience. Workplaces that build empathy, compassion and kindness into them are workplaces that are built for what it means to be human. It’s hard, it’s messy; for a leader it means not having all the answers.
“The biggest mistake we make about who we are is believing that we are thinking beings. That we are cognitive-driven people, who on occasion stumble into emotion, move it out of our way, flick it aside and get back to our thinking selves. This is not true. We are above all else, emotional beings who on occasion think.”
There is no doubt the past two years living in a pandemic has shifted employees’ priorities and mindset around the workplace. While leaders can gather around tables and look for plans that will get business back to "normal,” there is no going back to the way things were before. Leaders need to navigate new territory and address the needs of their employees, including taking employees’ emotional state and mental well-being into consideration. The Great Resignation is teaching us how costly it is to organizations who are not finding new approaches to leading and connecting with teams.
If you are a business leader navigating how to run a business in this new landscape, keep the following principles at the forefront.
Two Way Communication is Key
Leaders who invite input acknowledge they don’t have all the answers, and demonstrate they are open to adjusting plans based on feedback will build stronger connections with their teams. We have never been through anything like this before and comfort levels vary from person to person. It’s also important to acknowledge that the past two years were a marathon we didn’t train for. We are depleted and need time to restore. Leaders and managers who demonstrate empathy and understanding during this challenging time will strengthen their relationships with their teams.
Providing a Reason to Believe
Employees who have to commute to do a job they could do at home will likely struggle with why they need to be physically at work. As we re-enter the workplace, it will be important to showcase the benefits of being together in one physical space. For example, if doing creative thinking or problem-solving works better in person, focus on having high-value, in-person meetings scheduled for days where the entire team is in the office, and allow flexibility for employees to work from home when appropriate to the task.
Taking the time to create moments for connection can be another reason to believe. It could be offering good free snacks or drinks for a social hour with teammates, or bringing in engaging guest speakers to provide thought leadership. Think about the experience at your workplace and look for ways to foster connection and build morale. It will be worth the investment.
Acknowledging Emotions
Leaders who recognize and make space for their employees’ feelings and emotions are likely to foster stronger connections and therefore develop a greater commitment to the company. Many employees are no longer interested in staying at companies that see them as tools in their toolkit and not as humans who contribute to the company's wider vision. Taking the time to acknowledge an employee’s feelings when they are struggling can help clear the air of any toxicity and make the employee feel cared for. There is always work to be done, but when we are seen as people first and employees second, our general goodwill toward our employers increases.
A concept I’ve come across that I think could be added to a corporation’s toolkit is introducing two-word check-ins before a meeting. Brené Brown Education and Research Group (BBEARG) uses it as a way to understand where each employee’s emotional state is at with just two words. For example, if the response is “completely exhausted” a manager may want to follow up post meeting to see if there’s something they can take off their plate or to see if there’s something else they can do to help. While you might think this makes sense for an emotions research company but not for your company, consider how you might incorporate a way of connecting with your team on a personal level on an ongoing basis.
Leading with empathy isn’t easy, and it’s not always comfortable, however it can be a helpful way to foster connection with your team. Can you think of a time where having some more context to a person’s situation hasn’t helped you better navigate a situation? It can be a like an Oprah “ah ha” moment when you learn someone’s parent has been diagnosed with cancer. It helps to deliver context to what’s happening in that person’s world outside of (and often during) working hours and why they may be struggling delivering on their tasks.
There is one thing for certain, life is full of ups and downs, and understanding that supporting people when they struggle matters just as much as celebrating them when they are successful. As we’ve all heard before, “people don’t leave bad jobs, they leave bad managers.” Humanizing the workplace is just one way to keep morale high and employees feeling valued, seen and heard.
About KindCo
KindCo is a Vancouver-based brand engagement consultancy that specializes in employee engagement and corporate events. We bring people together through the art of gathering.
Founder, Nikki Hedstrom, has over 15 years experience as a brand engagement and event specialist.
