While the ever-present stress of working in today’s world puts strain on individuals and organisational cultures, there are some fundamental environmental and cultural factors which can ease the pressure. Unfortunately, even though we may want to do our best work and have a positive work experience, this is often compromised by factors outside our control, and these unresolved conflicts impact overall organisational culture and business success.
Most organisations don’t plan on being negative environments for their employees’ well-being; however if they don’t pay attention to the unseen culture of the organisation, it can lead to some serious negative side effects, including:
- High absenteeism
- Stress-related health conditions
- Reduced productivity
- Unhealthy and toxic communication habits
- Politics and internal conflicts
- High levels of dissatisfaction
These side effects speak for themselves in terms of the impact they have on organisational culture and employee well-being; however, what often happens is that we leave them untouched hoping they’ll resolve themselves. Unfortunately, this is often not the case, and prolonged negative work environments usually lead to:
- High staff turnover
- Reduced work satisfaction which impacts commitment and motivation
- Low staff morale and team unity
- Higher amounts of HR issues relating to employee conflicts
So how can we tell that we’re working in a negative work environment? Well, there are a range of factors, but the truth is – you’ll feel it. Mistrust, closed communication, reduced collective problem solving, increased discomfort and reduced motivation are key indicators that your organisation is on a downwards slope.
But how do you know if you’re working in a positive organisation?
In South Africa there appears to be a lot of focus on logistical elements of organisational management which, while important, can lead to the people focus being less highly regarded. In this article we aim to highlight the key signs of whether you’re working in a positive organisation, and through it we hope to expose you to the often unseen elements which impact your employees and, in the end, directly impact your bottom line success.
Indicators of a Positive Organisational Culture
It is all well and good to have a values list stuck up on a wall in the office, however truly positive organisations bring their values to life. It’s simple to say, “we value diversity”, however is your organisation really upholding this value? Does everyone have equal representation? Can everybody share from their personal viewpoint without being shut down or silenced?
Value integrity comes in many forms from the words said, the actions performed, and the morals upheld in the organisation. These will differ depending on the values of your organisation, however one of the key indicators of whether you value integrity in your organisational culture is whether your own personal values are in accordance with those laid out by your organisation. If there is a connection on a personal level, it will filter out into every level of the organisation.
- A Relaxed and Productive Environment Organisational Culture
While it may seem obvious that we need to work in an environment that is conductive to concentration and productivity, this may not always be the reality. Bull pens, casual interruptions, social media access and colleague conversations can all have an impact on our capacity to do the “deep work” that truly improves organisations. Another area to consider when reviewing your working environment is whether you’re relaxed in your work space. Our brains require a baseline level of relaxation before we’re able to fully commit our attention to the task at hand, so notice whether your work space allows you to relax and concentrate fully on your tasks. A positive organisation should be encouraging a conducive environment through physical, sensory and mental conditions, as much as is possible within the given industry.
A positive organisation prioritises quality as much as quantity when it comes to outcomes for its clients. This is a balancing act and requires attention to both features when considering employee performance. While this may seem obvious and most organisations already have quality audits to ensure they’re producing the best products, what can often be forgotten is the people side of what it takes to achieve excellence. A positive organisational culture should be supporting the employees within the organisation to upskill, learn, and progress in their careers, and experience personal development through their roles. When an organisation commits to the individual improvement of its employees, the overall quality of their outcomes grows exponentially. Is your organisation committed to excellence?
- Open and Honest Communication
Corridor talk, internal politics and a lack of transparency are just some of the common problems experienced in many organisations. When open communication is not present, this can often lead to mistrust, a lack of psychological safety and employees wanting to “vent” to their peers which fuels the cycle to continue. Open communication can be either formal or informal, written or verbal. A positive working environment and an organisational culture with open communication will be easy to identify as there will be fewer cliques, less gossip, rumours, politics and uncertainty.
- Collaboration and Support
A healthy and positive team environment is one that supports creativity, problem solving and collaboration. There will also be compassion, respect and understanding underlying interactions. If you’ve ever been in toxic team environment you’ll know the signs – taking credit for someone else’s work, backstabbing, rumour spreading, unequal opportunities for expression, and bullying. A positive team environment is perhaps one of the key elements to creating a positive organisational culture because once teams are working together effectively and supportively, it can quickly spread into the culture of the rest of the organisation. If you want to identify whether you’re in a positive organisation, start to notice whether you have collaboration, peer support, learning through doing (reflection and problem solving), and both formal and informal meeting opportunities.
“A good sense of humour is an escape valve for the pressures of life.”
In South Africa we’re incredibly lucky to have a culture of humour. To laugh at ourselves, at what doesn’t work, at our frustrations and at each other in a kind way is one of our biggest weapons against the potential slip into negativity. A good sense of humour creates a light and playful culture within an organisation and can really be the antidote to daily stress as it releases endorphins and reduces cortisol (our stress hormone) built up throughout the day. Do you laugh enough in your organisation?
Unfortunately, in the traditional working paradigm, the elimination of humanity is standard operating procedure. A progressive, positive organisation considers the individual, and with that comes a flexibility in management of resources, time, expectations, methodology and differences in outcome – of course without compromising the quality of the organisation’s objectives. Flexibility while challenging to manage can be a vital way for employees to experience autonomy and acknowledgement because when we’re seen and heard as ourselves we’re more in control (over time use, task completion and work-life balance) and will experience a rise in intrinsic motivation and commitment to the organisation.
- Emphasis on environment, family and health
In this millennial world, the nature of our organisations has changed. From CSI (Corporate Social Investment) initiatives, family fun days, unconventional team building events and wellness programmes, there’s a revolution happening when it comes to an organisation’s responsibility to support, respect and act towards improving the lives of its employees and the greater community. This is becoming more common in organisations across the board, but provides a good indicator to see whether you’re in fact working in an organisation that has positive intentions.
Take Home Message
There’s a lot of pressure to be a better organisation, a better leader and a better person. This article is not intended to cause guilt, blame or negative sentiments towards your organisation because it doesn’t meet these criteria. Rather, it may help to explain why you’re experiencing conflicts and chaos at work and will hopefully give you a starting point to begin making positive changes in your work place.
If you’re not sure where to start, then don’t worry. 4Seeds is passionate about building skills and resources for happier workplaces in South Africa and we’d love to help you.
We’ll gladly come to your office for a FREE 30-minute Positive Workplace Talk to help start the conversation and to build awareness about how you and your organisation can become healthier, happier and more successful. If you’re interested, or know someone who may need us, then send an email to email@example.com and we’ll be happy to get involved.
The times are changing and we’re here to support you on your route to success.
In the workplace there is little room for civility and kindness unless it is ingrained in a company culture. Business tends to lean towards being hard-nosed and competitive with people adopting the “what’s in it for me” attitude. This has resulted in an unspoken culture of incivility in companies, a behaviour that we’ve all probably engaged in from time to time but one which we don’t approve of. Incivility means that we’re disrespectful and undignified towards others, and express this by not listening attentively, by looking at our phone while someone is speaking to us, working on our laptop while talking, taking credit for a job that we didn’t do, blaming others and not taking ownership when we make a mistake, walking away from people while they’re still talking, publicly mocking or belittling people, being dismissive towards others, ignoring or excluding people in conversations, and withholding information. We may not be doing these things with malice but rather from a place of ignorance; however, in a workplace environment incivility in a company culture comes at a high cost. It doesn’t matter if you’re directly involved or if you’re observing incivility towards a colleague, it affects you just as much!
Incivility can be summarised as being blatantly rude towards others and not respecting diversity. Most leaders are actively doing their best to promote and get a healthy balance within their teams and using diversity to appreciate and leverage off each other’s many and varied talents, skills, strengths, ideas and perspectives. Incivility simply pours ice cold water over diversity. Research shows that incivility within a company culture results in decreased work performance, reduced creativity and brainstorming by up to 39%, disengagement in meetings, a lack of attention to instructions, and emotional exhaustion. Incivility comes at a high cost to organisations, but it is seldom ring-fenced as such. We think that people are under pressure to perform and busy with work tasks which makes multi-tasking acceptable, when in actual fact it is not. We’ll start to see little cliques developing within our teams and will notice that some of our colleagues are more isolated from the team than they should be. We all see it, but we don’t always take the time to stop, think about it and reflect over its impact on others, the team and our organisation. We may be directly involved and know how emotionally draining it feels to be sidelined or bullied by others, but we don’t often stand up for ourselves. We see it, we hear it, we feel it, but we don’t do enough about it to stop it, and we allow this uncivil behaviour of others to wash over us. Incivility in the workplace is not ok and it’s not acceptable. The change can come from leadership and be filtered down, but it can also start with you and be filtered down to your co-workers.
To shift the lever from incivility to being civil and respectful can start with being kind and empathetic towards others by using these tools.
- Saying thank you can go a very long way. These are two very simple and easy words that we only use 10% of the time at work. Be civil by thanking the people around you for their contribution, for their ideas and for their commitment. Thank you is also about acknowledging the person and being respectful of their work, time, ideas and resources. It’s about not taking other people for granted. Make a conscious effort to thank people more often.
- Share resources and knowledge: At work we often hold onto our knowledge believing that if we share it with others it may make us perhaps dispensable or vulnerable as others can use our work, ideas and concepts. Quite the contrary is true! When we share our knowledge and resources, we make room for innovation and allow for creativity with new ideas and concepts. Sharing is definitely caring, and often through conversation entirely novel ideas emerge. Not to mention that nowadays most of the knowledge can be googled and doesn’t have the prestige and power it did 20 or 30 years ago. Share your time and knowledge openly, frequently and generously.
- Give feedback generously and express gratitude: Giving someone feedback goes a level deeper than simply saying thank you as you have to be more specific. Articulate clearly what you liked about what they did and want more of, or what you think could be improved on. The art here is not to be general, but to really take the time to be specific about their behaviour, language, skill or process as that depth helps people to make the necessary change, by either repeating a behaviour, tweaking it or mastering it. Also, share what you’re grateful for in the person, and acknowledge them for the strengths and values they bring to your work.
- Attentive listening and attention: How often do you catch yourself listening with one ear, nodding away to the person talking, but already thinking of something else? It’s an unhealthy habit many of us have developed that is completely rude. We know very well what it feels like to be on the receiving end and we don’t like it at all, so be civil and don’t do it to others. Stop what you’re doing and honour what the person has come to share with you. Listen attentively to them about what they want or need from you. Tune into their mind and way of thinking so that you can solve a problem quicker or address their concern without miscommunication. Listening saves time and demonstrates respect towards the other person.
The time has come to reduce incivility in the workplace and to shift into humane engagements that value respect and honour diversity and kindness. Don’t wait for others to kick-start this; be courageous and start with your team and your co-workers.
Take this brief civility assessment to establish what your score is as well as areas that you can improve on: http://www.christineporath.com/take-the-assessment/
Do your bit to change your workplace into a happy environment.
As you begin to read this workplace intervention blog, stop for a moment and think of what is lingering on your to-do list. I’m sure you can think of at least one thing that needs your attention but is not receiving it. You keep pushing it to the side and parking it for another day, ever optimistic that it will either miraculously solve itself or someone else will do it for you. That’s procrastination in a nutshell. Don’t worry, you’re not the only one – everybody does it!
We may know why we are pushing the task to the side, but there must be something in the way of us getting it done. It’s this unknown ‘something’ factor that causes us to do nothing and it is important that we understand it. Some of us may not be sure what we are supposed to do or when it needs to be done by. Others may think that the task is boring and can’t get excited or interested in it. So for them every other task is more appealing than the current pressing task.
We often know when we are procrastinating. We can feel it through our emotions way before we or others notice it. We have, however, become masters of suppressing the sense and the early warning signs our body-mind gives us.
We understand the consequences of procrastination and either have to drop everything else we are doing to make the final, final and I mean final deadline or we opt to not do anything.
We are all procrastinators in different areas. However, in the workplace we need to work out how we can minimise the amount of time we spend procrastinating. Some people may have thought it a good idea to overload people which meant that if they deliver 60% and miss the other 40% then it was a good deal. This really doesn’t make sense because the additional and unnecessary pressure burns them out faster which results in mediocre work, low engagement, less camaraderie and support of others, and it has an impact on relationships and team morale. The person becomes absorbed in themselves, leaving little room for any “We” or “Us”.
A recommended approach is to:
- Be clear and specific about the outcome. Vagueness fuels procrastination. In order to be clear, you need to take time to think and plan.
- Set a timeline that is tight but achievable.
- Obtain commitment from everyone – they should understand exactly what needs to be done.
- Check in regularly and help out when needed. Refrain from micro-managing because that might mean the timeframe is met but you will lose a valuable follower in the process.
- Build in a small buffer time into your task. Many careless mistakes happen when we’re in a rush and may be overlooked. We think or believe we are super human machines! Sorry, to burst your bubble – we are humans!
Be realistic when allocating tasks to others and buffer in some time for procrastination.
Try these approaches out and let us know if they worked for you and your team. Contact 4seeds for more information about workplace interventions.
Often stress and burnout are words that we use to describe our current life and we can even associate or blame our work for these conditions. That certainly might be true because work demands are more likely to exceed what is actually possible, for example a client demanding the impossible at very short notice, a new product being launched, or your colleague is on leave and you’re covering for them. It honestly isn’t difficult in this day and age to feel overwhelmed, anxious and out of control in balancing life’s demands. We know it isn’t good for us because our health suffers, our emotions are all over the show, our productivity is not great and not to mention our relationships take strain. We are all fully aware of what the costs of stress and burnout are, but we cross our fingers and hope that one day it will all work out somehow. But it doesn’t and it won’t until you decide to take control of your life!
We need to say “STOP, that is enough”. We need to draw the boundaries, learn to say NO and to manage our life. If we don’t others will manage it for us and that’s precisely why we end up being burnt out. It is easier said than done and you may think that I don’t understand, but trust me I do and I had to learn the very hard way. There comes a point where either your body resigns and forces you to your knees, or a cherished relationship ends. I know we all think we are immortal and that we will be spared!
So, what is the way forward? Well, firstly you have to decide what to scale down on, pass onto others or start to re-negotiate deadlines. You know best and will know what takes away from your time and drains you. Gently begin to change that. Reduce your work demands by say 10% which might equate to two hours, but hey it’s two hours more to do things that you value and that are good for you.
Secondly, learn to say NO and understand that NO is not towards a particular person but rather the given task. It could be “NO, not now but next week” or “NO, this work is better done by Moses, because he is naturally good at it”. No, means you need to question if this is actually your job and responsibility. We often don’t question, we just accept like law-abiding citizens
Thirdly, think about the role model you are setting for you colleagues, peers, friends and children. Are you demonstrating that life and especially work life is difficult, draining and exhausting? How motivating is that and how can you effectively lead and inspire others if you can’t lead yourself?
Trust me I know how difficult this journey is, but if you put your mind to it, get focused and start by taking baby steps, you will lead a healthier, more abundant and happier life!
The analogy “the glass is half empty or half full” is commonly used to differentiate between an optimist and a pessimist. However, there is much more to this concept than ones mindset or point of view.
We begin by understanding the difference between these two thinking patterns as well as what causes them. We are not born either optimistic or pessimistic but learn a certain thinking pattern through our environment. By the age of eight children have learned their explanatory thinking style which is the style they use to understand the world and people. The mother, as the primary caregiver, has a large influence on the child in the way she absorbs and relates to the world rubs off on the child. Later, school teachers influence the child’s thinking pattern. A child subconsciously absorbs a thinking pattern and if this pattern is not verified in adulthood for its value and benefits then the acquired style might stay with them for life.
We are getting ahead of ourselves! Let’s first clarify the different thinking styles.
Defining characteristics of a pessimist are that they believe bad events will last a very long time, even up to an entire life time. Everything they attempt or try to do is futile. This results in pessimists giving up quicker or perhaps not even bothering to try. Science has proven that lasting pessimism leads to depression and anxiety.
In contrast, optimists are confronted with equal life adversity and misfortune. They however view these as temporary setbacks. Optimists have an abundance of perseverance which results in them being prone to greater success, performance, aging and health.
The important point is that both styles are habits relating to how we think and view the world. Habits can be changed and so can our thinking pattern. A pessimist can learn to be more optimistic by learning to dispute their negative thinking pattern.
That all being said, pessimists have one fundamental advantage over optimists. They are absolute realists in all life situations, which means that they can interpret and assess a positive as well as a negative situation with equal accuracy. Optimists overestimate their level of control over life events, especially in situations where they are helpless and have no control at all. Their view of failure and success is slightly lopsided as failure is regarded as temporary, passing and caused by external factors. Comparatively, success is seen as permanent and self-created. A pessimist sees success and failure caused by the exact same factors.
Looking at both thinking styles we can see that there is a time and a place for both. Now let’s put this concept into the workplace. Certain work responsibilities require us to be extremely realistic about risk and safety. Careers have been identified which require a certain primary thinking style. Careers in which a pessimist will thrive in are engineering, technical and cost estimators, contract negotiators, financial controllers and accountants, statisticians, technical writers or business administrators. These are all careers that require caution, risk assessment and specific technical skills.
Optimists enjoy initiative, persistence and dreaming of a brighter future. Careers in which optimists excel in are sales positions, brokering, public relations, presenting, teaching, training, acting, creative jobs, and highly competitive and high-burnout jobs.
It makes one wonder if ones employees are in the right job based on their habitual thinking style? Also, it might explain why certain people might be succeeding when others fail in the same job role. By way of an example, a sales person has to be high on optimism because that gives them the edge to succeed. The question is: do we ever test this in our recruitment process?