A lot of attention has been given to the phenomenon labeled “The Great Resignation.” According to the U.S. Bureau of Labor Statistics, voluntary resignations are clocking in at rates higher than ever before. What’s happening? Looking at other factors such as economic growth or trends in employee engagement do not explain this exodus at all. The COVID pandemic has triggered a substantial change in employee attitudes toward their work and life.
What next? We believe these times call for “The Great Reconnection.” We need to recognize the paramount importance of the human element in all social structures and organizations. In order to create a safe, connected environment of belonging, compassionate leaders can start by fostering common humanity, being deeply curious, and being courageous enough to allow themselves to be seen as imperfect humans.
Recognize Shared Humanity.
Leading compassionately requires skills in recognizing our shared common humanity while simultaneously celebrating the uniqueness of each person. We all share fundamental human needs and values – to be loved, seen, heard, and to thrive. Instead of starting with our shared common threads, our work life trains us to categorize, separate and distinguish. No wonder we tend to adopt our default position as one where we focus on negative aspects of our differences.
Compassionate leaders who recognize these shared basic aspirations and common desires are equipped to then honor and celebrate the differences among each individual. They create environments that weave a team of distinct, unique individuals into a cohesive team working toward shared common goals. This is an important early step that builds the foundation for strengthening relationships needed for The Great Reconnection.
Curiosity creates deeper connection.
Curiosity is a core competence of compassionate leaders. When we approach understanding each other with a curious, non-judgmental mindset, we are able to go beneath surface behaviors to gain insight into what is driving our colleagues. As leaders we know how to approach market or financial analysis in a systematic way to understand the core drivers of success. Be just as thoughtful when considering your team’s emotional, personal, and professional needs.
How do we do this? Ask questions. Listen deeply. Create an open field of acceptance and non-judgment. Fail forward and learn together. Bringing forth top performance among your team requires a true understanding of the barriers to that performance. Acknowledging the barriers supportively is much more effective than shame or judgment. With that support, you create a growth environment, and will deepen your team’s sense of fulfillment in their work.
Create trust and belonging through transparency and vulnerability.
Developing connection at work requires relationships built on trust as well as an individual sense of belonging. If you are ready to engage in The Great Reconnection, then be prepared to open up and become vulnerable. Rather than hiding your own emotions and fears, reveal them. Share your truth. Ask for support in filling in the gaps in your skillset. It will lead both to better outcomes and better morale. Although most leaders fear this vulnerability will make them look weak, the evidence says otherwise. Research shows that leaders who allow themselves to be seen in authentic, imperfect ways are actually viewed as stronger leaders.
In closing…
The human species owes its existence to connection and cooperation. As work culture evolved in recent times, we have lost track of the most elemental aspect of our human nature. We need each other to not only survive but to thrive. As compassionate leaders, we are remaking our organizations to prioritize safety, connection, and belonging for all. The Great Reconnection is already underway.