Engagement and human relationships are fundamental to my work with the team. I long to solve obstacles in workplaces and relationships. Moral is often an accident of things that go wrong.
The workshop participant is asked, "Is something I should or should not do when it comes to encouraging good practices?"
Let's examine an example to solve the solution. Consider one of the workplaces of your first stories Do you remember what it was like to enter a new workplace? What happened in your first relationship? Was they motivating? Energizing? Or cold and depressing?
I've tried how you start, how you think
My first day in Australia was a lot of fun, and it started the night before I was found by some employees and had a drink in a pub. It was my first night in a new country, and I was already making friends. My new colleagues dug me from Canberra to Tharwa and was kind enough to let me know about a few daily rituals, fr and morgunmætinu. Here I met my tribe. I knew they were a tribe of the uniform, shirts and jackets with ultrasound signal, people get tired of camping suits, jeans and gönguskómum.
I was introduced and welcomed publicly in the community, given a trip, showing my accommodation and gave my gear: all emblazoned with OB signals. I was so excited to get a pack of me by the signal! I was proud to be there from the beginning.
Everywhere there was a sense of reluctance. Energy, enthusiasm and open curiosity about who I was and where I came from. In short, I thought. I felt safe.
Probably your first day is not like this. I find that many agencies do a rather poor job against them in genuine and genuine ways. And morality is in control from the beginning.
If we figure out what does not work, we find the secret to boundless morality.
1. Belonging to
We are terrible as relatives to search for belonging and security in the tribe. It is an early stage of development that is with us and is essential for security.
Here you can not do it: Do not be ready for the first day (computer, work area, action plan), treat the new person as a nuisance to squeeze between meetings, do not ask how they feel, since they came from what they looking forward to and what experiences they can contribute. Not making a big deal, or any agreement on the new team member. Not to explain who in the zoo, what is important for each stakeholder and what core projects they are working on.
A sure symbol of poor morality is when individuals have an independent view of "what's wrong with me". This usually results from the fact that the related needs are not addressed and people by default in the state of living. By focusing on purposes and purposes that are greater than an individual contribution and the connection between individual contributions and more purposes, some of the self-defense tension reduces. Its energy protection against extensive energy.
Work is supposed to be fun! How is & # 39; the game & # 39; of your work? What rules are you playing after? Are they clear and agree? Or are there any old-fashioned rules that are chunks? Which systems create friction rather than flow? Fear instead of fun? How do you know if you do the game of work? Is progress visible and meaningful? What awards do you get when you work & # 39; at work? How often do you celebrate and win? Cleansing the game is a very pragmatic way to increase morale. Just make it easier, simpler and more fun.
Many leaders allow morals to take care of themselves. This is a huge mistake. As we deliberately cultivate morally, we clean up blocks for boundless results.
What do you need to add, drop or embrace to better govern morals?