Unfortunately, even though there’s research to suggest this, what most of us experience as employees is much different. Even though 80 – 90 per cent of organisations have some form of employee recognition programme, the levels of job satisfaction have declined, and negative, even toxic, workplaces are increasing. Why?

One foundational reason is that most employees receive little positive feedback regarding their contributions. “If I do my work well and complete it on time, I don’t hear anything. In fact, the silence is deafening,” reported one accountant. “But,” he continued, “if I make a mistake, they let me know about it immediately.”

Secondly, the recognition communicated is generally perceived as impersonal, contrived and inauthentic. “Way to go!” “Good work!” “You all are doing a great job!”—all are common phrases used by supervisors. But they communicate little value to the individual who stayed late to get the data entered for today’s report.

Emotional wellbeing and relational health

Communicating authentic appreciation [as opposed to “going through the motions” employee recognition activities] leads to a greater sense of emotional wellbeing for individual team members and relational health for workplace relationships.

Emotional wellbeing: When team members learn how to communicate authentic appreciation for one another’s contributions, the individual employees begin to develop a more positive view of themselves, their abilities and their contributions to the organisation. Additionally, a sense of wellbeing grows from being supportive and encouraging of others, by celebrating others’ strengths and accomplishments, as well as receiving praise for your efforts.

Relational health: When individuals feel truly valued and appreciated, we get along better with others. We become less irritable, less easily offended, and more gracious in relating to others. Also, a greater sense of connectedness and camaraderie develops when colleagues can genuinely communicate how much they value their co-workers.

Communicating authentic appreciation

One foundational concept is to understand that not everyone feels appreciated [or supported] in the same ways. For some, a word of encouragement is meaningful. For others, “words are cheap” and they feel valued when others choose to spend time with them. We have found that there are five languages of appreciation used in the workplace, and that the languages are valid across cultures [although the individual actions within each language varies from culture to culture].

Core conditions for staff to truly feel appreciated

Four core conditions have been identified that need to be present in order for employees to truly feel appreciated [which differs from recognition just being communicated]. Team members will feel valued when appreciation is communicated:

Regularly. What is “regularly’’? It varies depending on the work setting, the frequency of interaction between co-workers, and the nature of the relationship. However, “regularly” clearly implies more than once a year at an employee’s performance review, or when someone receives the “Staff Member of the Month” award.

Utilising the “language” and actions important to the recipient. The key word is “recipient”. Most of us tend to communicate appreciation to others through the actions which we value—like giving a verbal compliment or sending an email. But not everyone feels appreciated in the same ways. Some people appreciate words of affirmation, while others are encouraged when someone helps them with a task. Spending time is another way to demonstrate support, like stopping by a colleague’s office to see how they are doing or bringing a colleague a cup of coffee when you know they’ve had a long day. Even a “high five” or a “fist bump” can be a form of celebration when a difficult project has been completed.

In a way that is personal and individualised. While group-based recognition is a good start [“Way to go, team. Our client satisfaction ratings improved significantly last quarter.”], if the appreciation doesn’t relate to what the individual team member did to help achieve the goal, the communication can fall flat. Team members want to know that what they have done is valued—that you are aware and appreciate that they stayed late after the special marketing event to help clean up.

In a manner that is perceived as genuine and authentic. If the communication of appreciation is not perceived as being genuine, nothing else really matters. Actions of recognition can appear inauthentic when:

• the actions suddenly appear after implementation of a training session on employee appreciation
• a person’s tone of voice, posture, or facial expressions don’t seem to match what they are saying
• how a person relates to you in front of others differs from how they interact with you privately
• the individual has a history of “saying one thing and doing another”
• there is an overall question of the motivation of the deliverer—do they have an ulterior motive?

There are other potential factors that undermine perceived authenticity, but these are some of the most common mentioned.

Improving individuals’ emotional health and relational wellness is a realistic goal to pursue. Beneficial results happen when individuals feel truly valued and appreciated for their contributions: employee relationships are less tense, communication becomes more positive, policies and procedures are followed more, staff turnover decreases, and managers report enjoying their work more. Clearly, when supervisors and colleagues begin to communicate appreciation in ways that are important to the recipients, encouraging results are not far away.

The post Are you doing this one thing for your team’s morale? appeared first on Complete Wellbeing.

Published by: Rupa Publications

ISBN: 978-8129136824

Pages: 288

Price: INR 295

Almost the entire literature in the area of leadership and management tends to focus on the performance and the efficiency of managers. Sibichen Mathew is of the opinion that “true learning can take place not by looking at the right traits, but by analysing the wrong ones.”  Thus was born the premise for When the Boss is Wrong, which contains 50 different dimensions of bad leadership and their ramifications for people and organisations.

Sibichen’s aim with this “systematic inquiry” has been to create unique prescriptions for “wrong” bosses, and solutions for their “suffering” subordinates. Using researches and studies exemplify the findings that Sibichen himself gathered over years of experience—through interviewing well-known company heads, questionnaires about bosses and observing behaviours in his own workplace. What results is a study dotted with real life anecdotes and cutting across many kinds of workplaces.

When the boss is wrong is both informative as well as enjoyable at the same time.

In a chapter, “Mr Boss, you are petty!”, Sibichen lists out revealing responses of middle-level managers who were asked why their boss is petty. The answers ring a bell and make you want to try the prescriptions, instantly!

“Coping with a young boss” and “Coping with an old boss”—two chapters that emphasise on how a tectonic shift in working style [between generations] may wreck the boats of senior employees’ or bust the myth that seniority assures wisdom.

Perhaps, the most humorous idea in the book is the one that shows how stages similar to the “ashrams” can be seen in the professional lives of many people, often detrimental to the organisation. After all, how much good can a boss, who is in a state of nirvana after losing his young “fizz” over two decades, do? “Which animal are you and your boss?” will make you smile, before making you feel not-so-flattered.

While most of the book throws at you unique ideas and experiences of working professionals, some [though not any less significant] may not be unheard of. Sibichen begins with how you could have absorbed some of the personality traits of your boss and goes on to talk about “Runaway Bosses” and “Snoopervisors”, those low on EQ or high on “ditching ethics”. You will be encouraged to do a thorough self-examination!

The lessons at the end of each chapter are prescriptions for the bosses, precautions for the employees and precepts for the organisation. Some deserve heeding, like–to remember that “you leave a trail of whatever you do in the organisation”, “images that are bought, never match images which are gained through excellence” and “the courage and preparedness to unlearn is a necessary prerequisite for creativity”.

Mostly, the lessons are simplistic and commonsensical. The ones that contain interviews of top bosses of well-known organisations, tests to take [like the one that checks how much your present boss knows you] or boxes with questions to ponder upon are interesting.

When the Boss is Wrong is a long book. Some chapters overlap. Some ideas may confuse too. For instance, Narcissism and Authoritarianism are otherwise seen as negative traits but are “excused” in a chapter which discusses essential traits of “Messiah Bosses”. The “signs of recovery” of an organisation after suffering at the hands of any kind of a bad boss are the same across all chapters.

Underlying the narrative of the book appears a picture of a good boss—who telephones all the employees when a bomb blast occurs in a city, or who credits the team before his own managerial skills. And overarching this exercise is a question for all bosses—how many of you really care about what others think of you? While the bosses think it over, all you can do is “make your bosses smile with your smile”, especially if, in your organisation, “no good work goes unpunished”.

This was first published in the October 2015 issue of Complete Wellbeing.

The post When the Boss is Wrong By Sibichen K Mathew appeared first on Complete Wellbeing.

Know thy boss

Try and understand what makes the top man/woman tick. Realising his/her vision for the company will help define your own goals and immediate targets. Always ensure that your relationship is very professional and cordial, but don’t be afraid to add that personal touch. Remember birthdays and important anniversaries with a card, or bouquet, and arrange for all your colleagues to sign it as well, so that you are not accused of the old fashioned apple-polishing!

Communicate with tact

Communication with one’s boss is truly an art that requires a great degree of discretion and diplomacy. You’ll have to exercise your judgement in order to determine when it would be necessary to express a contradictory opinion in the best interests of the company, and when you would need to follow instructions blindly without question. Don’t allow yourself to be intimidated in such a situation. If you have a grievance that needs to be redressed, avoid whining accusations. Stick to presenting bare facts without embellishment.

Be a team player

In today’s cut-throat corporate scenario, it is important to be a team player and pull your own weight. Bury the hatchet over any kind of rivalry with colleagues and keep the personal equation out of the work arena. Your professionalism will always be a valuable asset to any employer.

Never feel that you’re indispensable

While you may certainly be an important part of the company, never create a situation in your mind in which you over-rate your own importance. This attitude can skewer workplace relationships and bring you to the brink of professional disaster!

Don’t toot your own horn

No matter how tempted you may be to hint to your boss about how perfect you are for that upcoming promotion, or a big project at hand, let your actions speak louder than your words. Allowing him/her to make their own independent decisions about you will certainly give you more credibility.

And, remember—as an employee, it’s not what you know, but what you do with what you know that makes all the difference!

When you’re the boss

As the head of your company, you may constantly endeavour to strike the right note with your employees. The challenges and dilemmas that you face in this situation are manifold. You can’t afford to be too familiar, or you’ll find that your authority may be undermined at the first instance. All too-frequent requests for promotion and leave of absence will invariably reach your door. However, in today’s era of egalitarian relationships at the workplace, a boss who has an air of superiority can be terribly unpopular. Don’t despair; it doesn’t have to be lonely at the top!

Be human, but not too accessible

In order to get the best out of your employees, you’ll find that you’ll need to strike a fine balance between familiarity and authority. According to career counsellor Sabitha Kishore: “You need to ensure loyalty and still maintain healthy discipline, be warm and considerate, but constantly aware of that invisible line that you can’t cross.” For instance, you should enquire about the health of a sick employee and have a basic understanding of his/her social and economic situation, but you can’t invite him/her out for dinner. This basic protocol stems from the fact that an employer can’t afford to be too personal, but, at the same time, the human element should be apparent in the dynamics of all your relationships. By genuinely caring about the wellbeing of your employees, without relinquishing a formal working relationship, you can easily manage to strike the right note.

Explore the psyche of your employee

Understanding the background and frame of mind of the people you’ll be hiring is a good idea. This can give you valuable insights into their psyche. “You’ll have to be aware of what they’re looking for after they’ve accepted a position in your company,” says Emma Watson, a clinical psychologist. “For instance, is your employee a family man, searching for a stable career and the security that it can give his life, or is s/he the kind who loves the adrenaline rush of a high-powered job and is constantly seeking new challenges?” Fitting the personality of the candidate to the right job profile will ensure a smooth working relationship for all concerned. As an employer, your biggest asset would be excellent judgement. Being aware of the strengths and shortcomings of your employees will also allow you to reap the benefits of their talents.

Define responsibilities

Ensure that your team has clearly defined goals and that everyone knows what their core responsibilities are. If these boundaries are well-established at the outset, there can be no room for conflict later. Delegate tasks with care and allow your team to function independently when you do. It may be difficult for you to adopt this approach, but if you interfere too often into delegated responsibilities, your office will never function as an independent unit. It is also not particularly healthy for employees to use you as an emergency crutch.

The post The Boss-Employee Relationship appeared first on Complete Wellbeing.