Today’s workforce has different expectations from its leaders. They want to be appreciated and listened to, feel they belong, and want to work in an organization where autonomy, purpose, and mastery along with psychological safety are part of the organizational culture. They want managers who care for them. Yet there is low trust in their leaders and 2/3 of them are disengaged. In essence, today’s worker’s expectations are changing, and many companies have not kept up with the changing psychology of their workforce.
There is an evolution of some organizations that recognize these changing expectations and are in turn creating human-centered organizations that focus on better human experiences in the workplace. I would suggest there are some keys that organizations and their leaders should consider as they evolve. These keys are organizational imperatives that managed and integrated well holistically can position organizations for success.
The first key is to work to enable a Human Intelligent (HI) workplace in the growing era of Artificial Intelligence (AI). These human intelligent organizations focus on the effectiveness of their leaders that create healthy organizational cultures that enable their workforce to have positive workplace experiences and in turn remain engaged while collaborating with their diverse teammates. They create psychologically safe environments, and their workforce feels listened to and understood which leads to an increasingly satisfied workforce.
Neuroscientists tell us that our brains need leaders who create safe work environments, communicate well, and help create processes that minimize wasting effort trying to second guess what their leaders expect.
Is your organization ready for these changes?
Take our “Leadership Behavior Effectiveness (LBE) Questionnaire“ to find out.
The second key is to ensure their organizations are adapting to these changes by taking a holistic approach and ensuring their organizations are ready for change. For organizations to change the Lippitt-Kostner Model presents a comprehensive model for organizations to consider. It begins with having leadership commitment and support for the change, so the workforce is fully committed. That the leaders have articulated a vision for the future, so the workforce is clear and not confused. That the workforce has the necessary skills for the changing environment in order to minimize anxiety. That there is an incentive, so everyone understands what’s in it for them. That they have the resources in order to minimize frustration by the workers. And that there is a clear action plan in order to minimize false starts
The third and crucial key is leadership effectiveness. Having a leader who clearly communicates and listens to understand their staff with empathy. They provide timely and balanced feedback along with appreciation. They demonstrate effective leadership by supporting team effectiveness, inclusiveness, and psychological safety. In essence, they demonstrate effective leadership behaviors that engage their workforce.
If these keys are integrated into the fabric of organizations can also help with what our brains need. Neuroscientists tell us that our brains need leaders who create safe work environments, communicate well, and help create processes that minimize wasting effort trying to second guess what their leaders expect. Leaders that keep these keys in mind and what our brain needs can only lead to a more positive, productive, and engaging workplace experience.
0 Comments