Setting Up for Success

First and foremost, allow me to apologize for my absence over the past several months. The focus has been on research that literally consumed my every thought. Nevertheless, the thoughts have still been flowing as we all sit and watch the various avenues within our society divide us whether it be politics, leadership, stock market, or something different. In examining these aspects, there comes a time when success must be paramount for not only oneself but the industry or organization providing the service. Setting yourself up for success is critical in today’s business world but also can benefit you personally if done correctly. I strongly believe that humans often forget that we all are capable of learning something new and acting on that new knowledge to assist others or provide innovative approaches in our respective professions. Success can be heavily related to habits whether big or small, although we all know about the attention to details. This blog will focus on the tiny habits that are related to long term acts that most professionals can relate to being: collaboration, culture, camaraderie, community, and consistency. Just a quick hint, there is no order in which these should be focused on. The goal is to intertwine them all equally thus elevating the potential for success.

I previously read a book authored by B. J. Fogg where the discussion was completely about tiny habits. Fogg (2019) mentioned how everyone wants to make changes whether to get healthier, lower stress, or work better. All of which are habits we all struggle with daily, but rarely uphold ourselves due to the conscious habits we have grown accustomed to. Tiny allows you to get real with yourself and your life. Tiny allows you to start right now (Fogg, 2019). Focusing on our first habit of collaboration, we must self-reflect to get the thoughts moving around. Nothing in life is obtained alone or without the assistance of another party. In collaborating often those who consider themselves product may prefer to work alone due to the responsibility issues. Working with others is what aids leaders and followers alike in learning about their colleagues’ while being able to learn from them. Obviously, collaboration leads us over into the culture of the organization and how much collaboration is encouraged. Culture has the ability in what Fogg (2019) explained as growing big if managed properly and given the proper attention. I like to describe this practice as the wellbeing of the organization. Moreover, important factors for the perception of wellbeing include social interactions, value and meaning at work, a good social atmosphere (Ekbladh, 2010), being accepted, being respected, and receiving support from coworkers (Gunnarsdottir & Björnsdóttir, 2003).

The so-called golden ticket is based on camaraderie in any organization or for a better description morale within the organization. As trust and friendships amongst people who basically spend more time together than with family members these elements must also come with ideal habits. I believe it is safe to say that no person wants to work in an environment that erodes trust, is high in conflict, and low in relationships that build lasting friendships. I understand that not everyone we work with will find a meaningful friendship as the basis for this habit is solely about environment. Now, having the ability to go to dinner and lunch with coworkers always establishes a level of friendship and trust that can be built upon because those settings are less formal and more about the intrinsic elements of life, happiness, and hobbies. Although, a sense of community operates along the same guidelines but allows leaders to focus on those events outside of work. The workplace is an essential source of social capital for many people; it provides mutual support and gives meaning to life (Rydström et al., 2017). Developing a community within the workplace should be personal and fueled by an altruistic individual. So, be sure to show others gratitude as a genuine thank you from a leader is bound to start internal conversations. Just be sure to follow up with support that is spread across every level of the organization. As that ties back into the ability to collaborate while building up a culture and enhancing camaraderie.

Doing all of those on a consistent basis is where the difficulty come into the equation. Everyone is entitled to having a random bad day at the office where tensions are high whether it be because of deadlines, marital issues, or budgetary items. Consistent behavior is something that leaders overlook and undervalue because they subsequently think or feel it ok to be bipolar in the workplace and carrying unnecessary burdens to the office. Even in the sense of defeat or setbacks, leaders are tasked with being the calm voice in the room and thinking of ways to develop practices and approaches to overcome obstacles while remembering to have a personality. Employees know there are problems as they are in the arena with you regardless of how bad they are. The workplace is an important social arena, and many people find their identity through work (Rydström et al., 2017). There is no one size fits all but there is meaning in effort and positive reinforcements through celebrations of great things such as birthdays, weddings, and just gathering to simply socialize. It is at work that many important social relationships are created and maintained (Ekbladh, 2010).

With the ability to focus on the tiny habits that relate to collaboration, culture, camaraderie, community, and consistency. I strongly believe that leaders are not only setting the organization up for success but also the personnel that work within it. Laying a foundation and then building it up with good habits is exactly how great things are accomplished. Even in the remote setting where employees are spread out these same principles can be implemented and show results. Leaders should be able to practice and facilitate these factors that hold potential for the work environment to turn into something that others strive for or wish they had. Employees want to work in environments that fosters something besides the mission and vision. No disrespect to those aspects, but the real jewels are the employees and until leaders realize that then things will continue to remain the same. Good employees will leave, bad employees will stay thinking are the solution to the problems, and the leaders will continue to wonder how to resolve certain issues. Here is a solution, first find a mirror and ask yourself what are you doing to make things the best they can be. Then, add others to the conversation that are on the front lines while keeping certain core values or characteristics at the top of what the consensus environment is. Finally, implement those aspects and follow up with progress and remain consistent.       

References:

Ekbladh, E. (2010). Perceptions of the work environment among people with experience of long term sick leave. Work, 35(2), 125-136.

Ekbladh, E. (2010). Return to work: the predictive value of the worker role interview (WRI) over two years. Work, 35(2), 163-172.

Fogg, B. J. (2019). Tiny habits: The small changes that change everything. Eamon Dolan Books.

Gunnarsdottir, S., & Björnsdóttir, K. (2003). Health promotion in the workplace: the perspective of unskilled workers in a hospital setting. Scandinavian journal of caring sciences, 17(1), 66-73.

Rydström, I., Englund, L. D., Dellve, L., & Ahlstrom, L. (2017). Importance of social capital at the workplace for return to work among women with a history of long-term sick leave: a cohort study. BMC nursing, 16(1), 1-9.