Workplaces in general are changing. The way we ‘do work’, how organizations structure, and how markets are nurtured are all in a state of flux.
But, underpinning all this is ‘people’, regardless of occupation or level of success.
Whether working from home or from a ‘traditional’ workspace there are some fundamental’ that have existed and will continue to exist into the future.
People are key to the success of all organizations, regardless of service, product, size or location. Clients and customers will return time and again to a business they enjoy interacting with, and happily refer it to others, when they feel welcomed and treated professionally and genuinely by committed representatives of the organization.
It is well known amongst business experts that systems and processes of a high standard are vital for effective service delivery.
However, it is further understood that no system or process can be effective without the ‘right’ people running them.
Unfortunately, this is not always the picture that greets existing and new clients in many organizations.
When staff are left feeling under-valued, not listened to, in need of further training, disengaged and simply not sharing the same values and passions the business owner(s), management or team leaders share, it becomes increasingly difficult for them to deliver the level of service required or expected of them.
Connecting for Success
A sense of connection between all staff, regardless of position, makes a strong impression on people walking through the door.
Employee engagement is key to a successful business, yet most organizations fail to address this important area of business operations adequately, seeing their staff as part of the ‘operating processes and systems’, resources to be used as and where necessary.
But to achieve ‘balanced connection’ requires desire, belief, commitment, communication, empathy and consequent behaviour – from business owners, managers, team leaders and employees themselves.
Current wellness and mental health studies in the workplace reinforce the need for a strong inter-relationship between the dynamics within the workplace and those found in the personal lives of all employees and owners, regardless of status within the workplace.
To achieve the results alluded to in the above statistics means, therefore, organizations that fail to address positive personal < > organizational engagement may struggle to reach the level of success they otherwise have the ability to achieve.
As such, creating a ‘people-focused’ culture …
provides a solid basis for performance within and across teams, between teams and management/owners, and between the organization, its clients and all other external stakeholders
allows for synergy between the talents, values, purpose and vision of employees and those of the owners and that of their organization … and the effect of this in the marketplace – customers and clients.
creates effective synergy and alignment between all parties within an organization, including:
the organization itself
employees to management
employees across teams
all staff to owners
However, a ‘people-focused’ organization does not simply on ensuring all involved have values that align with their organization and with each other.
More so, it seeks to grow mutual respect for each individual’s talents, behavioural characteristics, values, passions, beliefs, attitudes, goals and vision, positively seeking to grow and maintain a mutually beneficial and effective working environment … a ‘win-win’ environment.
The five key (and measurable) human behaviours underlying the talents, attributes, behaviours, attitudes and beliefs that contribute / support behavioural engagement and consequent productivity are:
Each individual, regardless of position within the organization will, of course, have differing amounts of each within their personal behavioural make-up, meaning that learning and development has a four-point focus:
Identifying the existence of each element within individual employees, team leaders and owner(s).
Developing those elements that are ‘un/under-developed’ within each.
Refining/focusing those characteristics already present.
Applying the preferred mix of elements within an individual to their relevant roles, duties, aspirations and expectations.
Additionally, as is the case with those working within the organization, the organization itself can be seen to have its own unique ‘personality’.
Just as employee / employer ‘profiles’ dictate their approach to how they engage within the work environment, so too does the organization’s profile maintain a strong influence on how the organization, and all its component parts, deliver ongoing value to those it engages with.
It is vital that all values and so on that are connected to an employee, owner and their organization be considered and taken into account when seeking to create a supportive place to work, and a place others external to the organization will choose to engage with.
In Summary
The above, though only briefly outlined here, in its entirety seeks to highlight the real need for value to be recognized and rewarded across all three key focus points of any organization – the business itself, the owner(s) and the employees.
If, or when, any of these three feels undervalued, not listened to or not respected there is a real danger of business failure, regardless of the systems and processes being employed.
This is further ‘felt’ when members of staff are working ‘remotely’, leaving the basic tenet of ‘trust’ to play a vital role.
Given that it is the acknowledged and respected value each of the three focus points ‘bring to the table’ that are key to longevity in business in a modern environment …
Without value there is no trust … without trust there is no flow … without flow there is no business.
Want to learn more about how you can enhance your staff's experience at work? Contact us on admin@9pillarlifestyle.com.au or Click Here to organize a 30-minute discovery chat.