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.
Author: Tony Schwartz
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.
For too long, the primary value exchange between employees and their employers has been time for money, and not much more.