We can change… the future of work
Swapping the toxic spiral for a growth cycle
This is the final installment of an October 2022 series on the conversation that isn’t currently happening about the shift now underway in our relationship to work.
Last week we dug deep into the destructive effects of our inability (or unwillingness) to have a real conversation about what we need from work—and from one another. This week we’re going to talk about how to have that conversation, and some simple steps we can start to take toward more sustainable ways of working.
We’ll use the same SCARF model of threat/reward response, but this time we’ll focus on rewards. Because while we humans are wired to move away from that which threatens our sense of status, certainty, autonomy, relatedness and fairness, we will move toward that which meets and supports these core needs.
Over on Miro, the resulting virtuous cycle takes the shape of a tree:
Click to view
Status
We all need to feel a sense of importance and value relative to those around us. Traditionally, this has manifested in hierarchy and dictatorial behavior by leaders. But there is more power available to leaders who aim to be transformational—rallying teams around an inspiring vision—rather than merely transactional.
An Executive: There is a root cause and it is not new, it is just more prevalent in conversation - reassess the way you operate as an organization or what your culture looks like, how workloads are distributed and how you are taking care of your people
Transformational leaders reward their team members’ need for status by investing in their growth (not just their advancement), recognizing their humanity and individuality, and showing generous appreciation. Meanwhile, employees can continue to step into their power, which I think they’re just beginning to understand.
A Team Member: I would encourage leaders to realize it's not personal, although it's going to feel like it! We're watching as people emerge on the other side of a series of larges traumas and life reset moments.
A Team Member: It is a protest. But because it is happening quietly and individually, it lacks power. If we talked to one another about our protests, took collective steps, wed likely have protection of the national labor relations act
Certainty
Certainty is in short supply, but there are simple ways we can offer it to one another.
Leaders can set clear priorities and expectations that focus on outcomes (results, value created) rather than inputs (effort, time spent). And of course, be mindful of the pressure you’re placing on your team—if you’re always in crisis, you may be manufacturing urgency.
Team members can take responsibility for communicating their needs and capacity to their bosses, showing up strong during periods of intensity/opportunity and dialing back to recharge when possible, or when needed.
An Executive: Saying no. Keeping my boundaries. Mindful of how my time is spent. Not feeling guilty when I turn off. Keep the discussion on my bandwidth and what's on my plate at the forefront of discussions with my manager.
A Team Member: I would encourage leaders to be OK with a period of time where folks just meet the minimum (but perhaps create common language and acknowledge it... "I'm conserving right now. Let's talk about how I prioritize what we think is the most important") and then start to move towards a future (6 months, a year... I am not sure what this will take) where we do have those creative expectations and want to develop stretch goals for folks.
Autonomy
When we think about autonomy, we might jump first to flexible hours and remote work. But it also applies to workload, decision making, career trajectory—any area where we are able (or unable) to influence outcomes.
Leaders need to be able to choose priorities and delegate work. Team members need the freedom to do that work in the way that makes sense to them. Team members are responsible for setting their own personal boundaries that support their sustainable success, and leaders are responsible for establishing the guardrails that both guide and support those boundaries.
A Manager: It doesn’t have to be this way. Employees need to understand of flexibility and autonomy.
A Manager: I’m delegating, holding myself from getting too invested, think about sustainability than short time momentum.
Relatedness
I think this whole series has been about addressing our need for relatedness—connection to one another, and to something larger than ourselves. Here are our survey respondents on what meeting this vital need looks like in action:
A Team Member: There’s likely a reason for the shift in behavior. Create a safe space for staff to share this.
A Team Member: The best thing you can do for the long run is encourage your team to develop inwardly who they want to be externally.
A Manager: I wish we all looked out for each other and sought to understand rather than judge.
A Team Member: [If I were a leader,] I would also be prepared for some real quitting (and how to shift responsibilities without crushing those who are "conserving"), and invest more in third party advisors (coaches, etc.) for team members who express a need to get clarity on their personal vision.
Self-Employed: When you feel invested in, cared for, valued, respected…feel that you matter - the work will matter more. As in any relationship you will put in it what you get out of it. Work is no different. Work must have purpose.
Fairness
If we want to get serious about fairness, we need to shift out of firefighting mode—reacting to each individual problem as it pops up—and into systems thinking mode, where we’re able to address root causes and build equitable systems with explicit norms. It’s about making sure everyone gets the same access to status, certainty, autonomy and relatedness.
A Team Member: I need to feel good about the work that I do, that responsibility is evenly shared and that extra tasks are clearly and equally distributed.
A Team Member: Ultimately, if I'm a leader, I want to retain staff that are burning out and QQ/conserving is their way of healing, but I also want people to move on who don't think this work fits with the vision of their life they want now. Both are OK! A job is truly a job.
As this series comes to a close, I’ll offer this:
Work is not the opposite of life. Bosses are not the opponents of the team. Health and success are not mutually exclusive. We can have it all, if we can shift our systems. But first we have to have the conversation we’ve been avoiding. See just how much we have in common. See just how much sense all of this makes.
To that end, here are some questions to reflect on:
Am I clear about my own needs and values?
Am I communicating those needs and values clearly to others?
Am I looking for new ways to be effective in my work?
Am I taking responsibility for my choices?
Am I blaming individuals for systemic issues?
Am I valuing productivity (volume, visibility, busyness) over effectiveness (efficiency, value, outcomes)?
If I’m pushing for more of something, what am I willing to have less of?
What old ways of working are no longer serving and need to be retired?
What new skills do I need?
What is my resistance to these conversations?
What is my role in this conversation?
Thank you, friends, for joining me in creating space for this conversation.
The final word goes to:
A Team Member: My work is not my life. I am choosing to commit myself to quality work, yes, but also a healthy and fulfilling personal life.
I’d love to know what’s resonated with you from this series. What are you seeing more clearly? What insights are emerging for you? Let us know in the comments.
Know someone (or a team of someones) who will find this interesting? Share it on!