Feeling Valued at Work

"Do nothing from selfish ambition or conceit, but in humility count others more significant than yourselves. Let each of you look not only to his own interests, but also to the interests of others."  Philippians 2:3-4 (ESV)

 

 Over the last few days, I have asked a number of people, “What makes you feel valued in your workplace?” It seems to come down to three things: Trust, Respect and Input.

 Trust – “assured reliance on the character, ability, strength, or truth of someone or something.” (Merriam-Webster)

Trust is the building block for transformational leadership.  Leaders want their followers to trust them, but to gain trust one must first prove himself to be trustworthy. One way to build trustworthiness is to place trust in the other person. The more trust I show you, the more I increase the likelihood that you will trust me. Delegation of responsibility is a huge way to build trust. Sharing of information and sharing personal prayer requests are also trust builders.

Respect –“a feeling of deep admiration for someone or something elicited by their abilities, qualities, or achievements.” (Oxford Dictionary)  

The simplest recognition of the other person’s experience, contributions or individual accomplishments can go a very long way toward making the person feel respected. Another simple way to show respect is to put down the smart-aleck phone and give the person your undivided attention. 

 Input – “advice or opinions that help someone make a decision.” (Merriam-Webster).

This is about feeling you have the opportunity to share Information and Insights.  Being given the opportunity to share these three I's creates a feeling of empowerment. 

 

Information x Input x Insight = Empowerment  ( I³ = E ).  

 

The word “empowerment” is often confused with delegation of authority.  People do not necessarily have to be given a delegated authority, however, to feel empowered.  The opportunity to give input up line with absolute confidence that they will be heard makes people feel they actually make a difference. This is more than just having the opportunity to influence decisions. It has to do with simply being heard, knowing that your manager has an open ear and will give attention to what you have to share--even if your idea is not implemented.

The ability to give input also helps to build trust that leads to respect. Of course, if a person's input is repeatedly rejected outright, then that becomes a trust-buster, making the person feel disrespected and devalued. 

 

All of this boils down to helping people feel that they are persons of worth, that they are known and valued for who they are and not just for what they do. Who you are amounts to much more than just what you do in your job at work. 

Hint to the Leader:

Imagine what your organization would look like if leaders would go out of their way to demonstrate a genuine value for every worker at every level throughout the organization.  What could you do to start building such an organization right now?   What could you do to show that you are genuinely TRI-ing? (Remember, Trust, Respect, Input.)

 

Hint to the Follower:

Even if you are not feeling valued at work, you can make others feel valued. Consider starting your own campaign by showing respect for your manager or supervisor. Offer your input with an attitude of helping.  By the way, would your family members say they feel valued by you? Would they say you are TRI-ing?

© Dr. Larry N. Gay, October 16, 2015
 

Don’t Confuse Me with the Facts

 

“How many times shall I make you swear that you speak to me nothing but the truth in the name of the LORD?” …And the king of Israel said to Jehoshaphat, “Did I not tell you that he would not prophesy good concerning me, but evil?”

(King Ahab, before he rejected the counsel of Micaiah and was defeated and killed at Ramoth-gilead by the king of Syria.
[1 Kings 22:16-18, ESV])

 

In her confirmation hearings before the U.S. Senate, Attorney General nominee Loretta Lynch was asked if she would be willing to say no to the president. Concern was expressed over comments by the outgoing Attorney General, Eric Holder, referring to himself as “the president's wingman.” 

 

Lynch responded, “I think I have to be willing to tell not just my friends but colleagues 'no' if the law requires it. That would include the president of the United States." When asked how she would be different than her predecessor, she said, "I will be myself. Loretta Lynch."

 

Are you looking for a man or a “yes man”?

 

Great leaders do not just take yes for an answer.  Some disagreement and low-level conflict can lead to better consensus decisions.  The best leaders encourage dialogue and welcome challenges to their decisions when there might truly be a better idea. Then, once the decision is made, they can reasonably expect their followers to follow through with commitment.  

 

While attending the annual convention meeting of the Southern Baptist Convention in 1987, I was introduced to a liaison from the Catholic Church. Our mutual friend had recently been named to a position of leadership for what was then the FMB. As he tried to equate that position to his own organization’s structure, he commented that a bishop once told him, “Once you become a bishop, it marks the last time two things will ever happen. It’s the last time you will ever be served a bad meal and it’s the last time anyone will ever tell you the truth.”  

 

Sadly, the farther up the chain of leadership one moves, the more difficult it becomes for subordinates to feel free to share bad news or facts that contradict the leader’s stated position. Often, leaders say they want to know what is really going on out there in the trenches or on the frontline, but they express their preconceived conclusions in such a way that others receive the message, “Don’t confuse me with the facts.”

 

I have a button on my desk with that inscription. It hangs in front of a yellow Tweety Bird pen holder, a gift from my sons years ago. Together, the button and Tweety remind me of at least five things outlined in the hints below.

 

Hints to the Leader and to the Follower:

1)  Remember to Stop, Look and LISTEN to others first, before expressing your own opinions (better yet, before FORMING my own opinions).

 2)  Don’t draw conclusions too quickly.

 3)  Don’t think too highly of your own opinions.

 4)  Stay open to the possibility of altering, changing or perhaps even ditching what you thought was a “final” conclusion.

 5)  Don’t take yourself too seriously.

 
 

 

(For more hints, see also the earlier article “Leaders Need Three I’s”  (http://mylead360.blogspot.com/2010/01/leaders-need-three-is.html).

 

© Dr. Larry N. Gay, January 2015

http://mylead360.blogspot.com