An expert on workplace culture and leadership, International Performance Coach: Alvin Govender, discusses the importance of connection and empathy in the fast-paced world of work.
Early in life, we learn that any organisation has a hierarchy of sorts. From sports clubs to boardrooms there lie titles within each. From Head-Prefect to Vice-Chairperson, responsibility gets assigned and we learn to operate within the parameters of our roles.
In our careers, at times movement feels stagnant and at other times fluid beyond our control – either way, there are always workplace boundaries that help to maintain order. Each workplace is unique in its running but experience has taught me that certain standards apply across the board.
Emotional connection
It’s important to bear in mind that the concept of ‘authentic connection’ in the workplace is still relatively new, and how far we have come in the past decade. The fact that it’s still being explored is exciting because it means the improvement witnessed in workplace etiquette should only get better.
We know that companies are starting to realise the deep impact of their treatment of staff and the repercussions of not showing their people when they are valued. Having been in the coaching game for the past thirteen years, I’ve been fortunate to witness employee wellness move beyond wellness days and see companies invest real time and resources in ensuring their staff are fulfilled and happy at work.
I think the best word to discuss when talking about authenticity in relationships is ‘connection’. What does connection mean for a manager, a business leader, or a CEO?
The bottom line is that everyone is searching for a way to connect with their team or company, but there is still misalignment as many employees feel disconnected from either their team or the organisation’s objectives. People want to work for a person or company that they’re connected to. And the truth is, there’s a disconnection in many organisations.
Professional boundaries
In my opinion, the core of connection in any healthy relationship is trust. It’s a lot easier to connect with someone or something you feel safe with, so in many cases where employees are feeling disengaged, the truth is there has been a breach of trust. Managers need to bear in mind that trust doesn’t have to be built by detailing the inner workings of the board’s strategy to their teams. There will always be uncertainty and unknowns. The skilled leader knows how to engage through these periods. There is a gap between authentic leadership and trust.
Team leaders and managers can still build trust even when they can’t communicate everything.
Building connections remotely
With remote working on the rise and hybrid working conditions a non-negotiable for some, everyone has had to adjust to a modicum of virtual work in their day-to-day life. Although policies vary, the truth is that connections and relationships can be built online. Although we cannot read body language or the cues that come naturally in person, blaming remote working for breakdowns in trust or unhealthy work cultures is frankly too convenient an excuse.
Many people have expressed how stressed they feel under remote working conditions with fewer breaks from their desks and days that can resemble one long Zoom call. The same etiquette applies to how we treat one another regardless of where we work. Don’t allow small talk that breaks the ice to fall away and establish fair rules for digital catch-ups. Communicate what kinds of meetings require ‘camera-on’, and what types of communication can be sent via WhatsApp.
It’s important to not let your professional standards drop or let go of the ‘people’ connection, even if the only time you ‘connect’ it is virtually.
All authentic connections are the result of continual effort although improvements can be made when needed to bolster the building blocks of trust. These are my key methods you can rely on when trying to establish or enhance the authentic connections you need to thrive at work:
● Trust. Don’t allow toxic behaviour to infiltrate the space you have created. Your team must trust that you won’t ignore situations that need intervention. Never give nepotism a seat at the table.
● Connection. Build connections with co-workers by being yourself, and allowing others to get comfortable with being themselves at work.
● Communication. Communicate with team members along their journeys, not just on deadline day. Create quick project catch-ups that keep you updated and help them resolve challenges they may be facing.
● Level the playing field. You cannot be seen to socialise with any team members if not with all of them. If you make a point to connect at work functions, ensure you allow for one-on-one time with all members of your team.
● Know the time and place. Do regular but casual check-ins on your team members’ personal lives. These do not need to be loaded sessions but can be quick coffee calls or chats around the office which are strictly personal. Keep it light, but stay in touch with what is happening in their lives.
● Create safe spaces. When someone shares important information, be it work or personal, you will have to make decisions at times on whether the information needs to be protected or shared. If this information needs to be shared, align it with the correct standards and policies in place.
● A for effort. Effort is a valuable commodity in itself. Even if at times a plan fails, the trust built from visible effort has immense value.
● Servant leadership is critical. Be the kind of leader that walks alongside their teams – these types of leaders are more trusted than those only present on report-back days.