When I arrived at my first job at a government agency, I was surprised that my new colleagues knew a little bit about me – like where I went to college and where I had moved from. I felt welcomed and like I was part of team. I quickly discovered that the leaders were the reason for this behavior. They engaged and supported me from providing a mentor to checking in to giving feedback on my work.
Many of these leaders had worked together for several years, had established camaraderie, and they included me in their conversations about their lives and the work. They showed their humanity through caring about and for their colleagues as people. It was very different than what I expected. I felt like I mattered. As a result, I was motivated to learn quickly and add value to my team and the organization.
However, change was just around the corner, and new leadership drove for results. People left, others retired, and with them went the supportive team atmosphere. But I remembered it and what it felt like.
As I continued my journey, I began to look for situations where I could establish this supportive and engaging atmosphere with my teams. Then came an opportunity I never expected, a chance to lead at the government agency I started at. The agency was struggling – low employee morale, broken stakeholder relationships, and decreasing results. Although the organization had quadrupled in size, I brought back the supportive relational atmosphere through communication, visible and approachable leadership, and showing my humanity.
I scheduled time to engage and listen to employees about concerns and suggestions, and I implemented their ideas. Together we updated processes and found technological tools to improve their workflow. I acknowledged their hard work, and I checked in with them. I showed them vulnerability as a person and a leader – taking responsibility, owning up to mistakes, adjusting direction, and trying again.
When my mother and my in-laws passed within 6 months of one another, I admitted it was a difficult time for our family. When the pandemic hit, we kept up our practices of checking in and talking about challenges beyond work.
My experiences as new employee, those many years prior, provided the foundation that made me a better leader. I build on this foundation to create relatable experiences for a new generation of government employees. Relational leadership works and can be the jet fuel for your organization.
Read the full article here: https://www.corporatevision-news.com/promoting-meaningful-connection-in-the-workplace/
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