It isn’t realistic to build sustainable high-performing companies by way of unsustainable work practices. Meeting people’s core needs, rather than simply trying to squeeze more out of them, is what makes it possible for them to work more effectively.
Taking responsibility changes all that. When the “fight or flight” response is triggered, the first move is to focus on your physiology, so you don’t react automatically. The mantra we use with clients is, “Whatever you feel compelled to do, don’t.”
As little as these varied people have in common, their shared core hunger is for value. Once our basic needs are met, we human beings arguably crave value above all else.
When a leader starts with “no,” he shuts down others. At an emotional level, the word “no” translates as “I don’t value what you’re saying,” and “I don’t trust you.” Fear, anger or resignation set in, all of which kill creativity, increase distrust and discourage engagement.
Although our emotional state profoundly influences the quality of our work, many of us aren’t aware of how we’re feeling at any given moment or what the impact may be. Most employers don’t give emotions much attention either, preferring that we park them at the door in the morning...