Okay, we should always start with ourselves and live by what we praise, but in today’s newsletter I would like to shift the focus from ourselves to our employees. It brings meaning to our own lives, if we care for those around us, and the more we care for their well-being, the more benefits there are for us as well.
Why simplify?
Corporations — if we try to see the big picture — want to earn money, and reducing cost each year increases profit potential. Employee wages and fringe cost hold a huge potential for savings.
As corporate organizations become more complex, business develops and work changes. At the same time, headcount remains the same. Sometimes a company might decide to actively work on their profit by decreasing their headcount and thereby manage the cost. This development causes new tasks and responsibilities for each employee. In general, this is good and normal, but it can also mean that everyone gets a higher workload.
I have tried to describe the situation very superficially, so that it is easy to understand: New, different or more work causes additional workload (or perceived workload due to changing tasks) on the employee level. Maybe you have heard yourself say, “What else am I supposed to do”?
First, everyone of us is responsible for their lives and needs to prioritize for themselves. This might sound tough when we are about to resist a change or disagree with a decision.
Second, each company should create organizational structures which support a balance between profit and human well-being.
Third, we as leaders have a special role: We have the possibility to make others feel better by supporting their well-being.
How?
By taking the time to reflect on what we are loading on somebody else’s shoulders.
By critically questioning the necessity of report no. 503 which we ask for on a regular basis.
By asking our employees for feedback, not only on how they feel about their workload, but what they would eliminate, simplify, or change if they had the choice.
Most employees understand and know what is beneficial for the company, but not all of them dare questioning what has been asked for by their supervisor. And once it is established in their routine, they keep doing the work and might need an external “disturber” to stop, think, and change.
Be that person. Help them reflect and let them know what is not needed any longer. You will not only care about their well-being, but also make sure that they focus on what is now important for you and the company.
Happy working!
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