_ People who are passionate about running businesses often talk about money or people—but not both. Imagine, a chief operating officer at an oil company who doesn’t listen to any ideas that won’t result in more barrels or more money, right now. Many of us in the oil and gas industry know what it feels like to work in that organization. Or the human resources leader that puts together an offsite meeting with personality tests, teambuilding exercises, and some “feel-good” work that has nothing to do with the actual work of the company. Both examples have their place and their value, but they never work well together. It’s one or the other. This is because of a widespread belief that what is right for a business and what is right for the people that work within one are inherently in conflict with each other. At best, people view them as opposing forces to balance. At worst, they’re seen as incompatible ideas and there’s no town big enough for the both of them. I call nonsense. What’s Good for People? Elimination of Frustration Whether it’s the fabled “TPS Reports,” jammed printers, or (multiple) inept bosses, we all have things at work that make our days worse. Some of them are minor annoyances like an extra copy/paste step, but many of them cause damage to our focus, ability to make decisions, and overall efficacy at our jobs. What is one of the worst? Poor communication. Usually, small teams are not too bad at communication. But cross-department collaboration (or the lack thereof) is almost always an area where companies of all sizes can find room for improvement. Give Them a Reason To Care Obviously pay and benefits are a good reason to care about your work. But there is a big difference in your attitude if you are simply “here so I don’t get fired” vs. truly caring about your work, your company, and the people you work with. This is what people mean when they talk about “employee engagement.” What makes someone care about their work beyond a paycheck? It varies, but here are a few high-probability ideas: - Ensuring they understand the impact of their work on the big picture. - Supporting their personal growth goals, i.e., leadership growth, skill development, new challenges. - Fostering a fair work environment. Involve employees in decisions for the company. What’s Good for Business? A Smooth Process A process that is effective, efficient, and integrated and one that is “not too bad” are worlds apart. Everyone knows that process problems cause wasted time and resources. But many people underestimate the real cost—the missed upside. That time spent dealing with bad process is time that should have been spent driving better decisions or improving the business. If you make good people do both by working more than they want to, they will leave. And here’s a hint to the punchline: improving a process looks a lot like eliminating frustrations.
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