In the last several weeks, I had two radically different experiences spending extended time with leaders at two large, global companies. A long, alcohol-fueled dinner with the first group was a pure downer: dull, rote and devoid of positive energy. The day with the second — a group of young manage. . .
Author: Tony Schwartz
You know the drill. You put on your game face when you walk into work. "How are you?" a colleague asks, by rote and without real interest. "Fine," you respond, automatically, regardless of how you're actually feeling.
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.
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.
A great leader continually challenges her people to push beyond their current comfort zones. But pushing people too relentlessly eventually prompts fear and fatigue, both of which undermine great performance. In this case, the balancing opposite is nurturing and caring for those one leads.