Want To Keep Your Brain Young?

Updated August 2nd 2023

Want to keep your Brain young?

In the book “The Brain That Changes Itself” Norman Doidge (2007) states that the way to stave off memory loss into old age and to keep your brain young, is to keep learning new things “learning new physical activities that require concentration, solving challenging puzzles, or making a career change that requires that you master new skills and materials.”

This is partly because the hippocampus, the part of the brain that is involved with memory, grows if it is being challenged. It also grows if you exercise regularly. Exercise is one of the items encouraged by Neuroscientists to stave off certain types of dementia.

As adults, learning and growing requires us to actively make an effort to do so. It means finding new things to learn and then focusing on these. As well as making life more fun and stimulating, it will help to hold off old-age memory loss. Worth a go, don’t you think?

New Year’s Resolutions- Help Yourself With Goal Setting By Understanding The Power Of Your Brain.

Updated August 2nd 2023

Every January, it seems the world at large, puts themselves under huge pressure to force habit change and adopt unrealistic RESOLUTIONS. By middle to late January, the feeling of disappointment is epidemic.

This series of short and simple blogs hopes to tap into a few key tips to help you understand how your brain actually works in creating habit change in your life.

Understanding the Power of your Brain.

The brain has been shaped by evolution to adapt and readapt to an ever-changing world. The ability to learn is dependent on modification of the brain’s chemistry and architecture, in a process called “neural plasticity”.

Neural plasticity is the ability of neurons to change their structure and relationships to one another in an experience-dependent manner according to environmental demands.

This means that everything you think you know and feel now can change for better or worse depending on what you focus on.

It’s easy to think of the brain as being responsible for processing information and problem solving but not always as obvious how much it controls our habits and behaviour too. In all areas of its capacity, it is not a static quantity. It can be grown and shaped deliberately.

How Can We Engage Our Minds to Make the Best Use of Our Brain?

Here are a few tips for you.

Concentrate on what is working and the motivation will naturally follow.

Set bite-sized goals (chunking down). When we break goals or jobs into bite-sized pieces, the memory of the ‘job’ is not so bad and we are happier to take on the task again and again.

Keep doing it until it becomes habit. If you are having fun and chunking things down, new habits (e.g. going to the gym) will become easier to repeat.

Keep self-judgement to a minimum. If you do fall off the wagon with a change or a new habit, don’t give yourself a hard time. Negative self-chat imprisons you in your own fear and makes it difficult to take action to get back on track again.

Only 1 In 10 Managers Have A Natural Ability To Manage.

Updated August 2nd 2023

Did you know that most people leave their jobs because of their manager?

Did you know that only 1 in 10 managers actually have the natural talent to manage a team of people? This blog is my thoughts on Authentic Leadership.

When neither managers nor leaders are perceived as effective, only 8% of employees are highly engaged. On top of this, 30% of employees report a lack of recognition and feedback, and managers not living up to their word as a cause of work-related stress.

In their study of 2.5 million manager-led teams in 195 countries, featuring analysis that measures the engagement of 27 million employees, Gallup has concluded that “Great managers have the talent to motivate employees and build genuine relationships with them. Those who are not well-suited for the job are usually uncomfortable with this “soft” aspect of management. But employees are people first, and they have an intrinsic need for bonding that does not automatically turn itself off between the hours of 8:00 a.m. and 5:00 p.m. The best managers can understand and relate to their team members’ inherently human motivations.”

More and more research shows that it is Authentic Leadership which improves job satisfaction and engagement in individuals and teams. It also develops resilience and fosters creativity and innovation.

What is Authentic Leadership?

There are many ingredients that go into becoming an authentic leader including:
• Self awareness – an awareness of one’s strengths, limitations, values and an understanding of how these impact others.
• Having an ethical core, or ‘doing the right thing even if it’s the hardest thing’.
• Being honest and straightforward in dealing with others.
• Fair-mindedness – soliciting opposing viewpoints and considering all options before choosing a course of action.

Authentic leadership is characterised by honesty, altruism, kindness, fairness, accountability, and optimism.

Organisations need more authentic leaders to cope with the new, turbulent and dynamically changing work environment via making a fundamental difference in organisations by helping employees find meaningfulness and connection at work.

Are you developing Authentic Leadership in your organisation?

If you like this blog please let us know, we would love to hear your thoughts. Please sign up to our newsletter where we can keep you informed on topics like this.

Thanks for reading.

Dr. Celine Mullins.

Incorporating Mindfulness Into Your Everyday Brings Untold Benefits.

Updated August 2nd 2023

Are you feeling busy?

Are you living focused on the next meeting, the next meal, the next email that needs to be responded to?

Right now, are you focused on that holiday you booked six months ago and is finally happening in the next week or two?

Or are you living in the past, regretting what you have done or not done? Or are you feeling angry at how you were treated by someone or how you didn’t make it to the gym, or because you ate that second croissant when you promised yourself you would turn over a new leaf for the month?

Are you attempting to get 3 documents completed, respond to 5 separate emails and take 2 calls?

Or are you living presently and focusing in the moment?

Are you using one of the oldest practices in human history?

You are probably well aware that mindfulness, one of the oldest practices in human history has become one the newest ‘breakthroughs’ in managing thoughts and mental well-being in the workplace.

It is more important than you might think to start taking this seriously. Research consistently shows us that Multitasking is literally the enemy of productivity. Did you know, that when you divide your attention between tasks, it takes 50% longer to accomplish a task, and you are 50% more likely to make errors?

I started attempting to focus on living presently, using mindfulness and meditation a number of years ago, when approximately 20 years after being introduced to meditation and mindfulness, I finally was adult enough to start giving it a real go. The impetus was the realisation that if I didn’t focus on one thing and on the NOW, that life would pass me by and I’d have missed out on just experiencing rather than thinking about what was coming next.

We have been recommending Mindfulness to our clients for years. Many of the middle and senior managers we work with insist they don’t have time to be mindful. Yet those that take it on see the benefits very quickly. They feel more focused, more calm, and in control of their emotional reactions.

Can living presently help you to succeed in achieving your goals?

Sometimes you hear the message; ‘Focus on the goal’ and other times you hear the conflicting message; ‘Be more mindful’. The real story is that goals can help spark our initial interest, but then we must consistently focus on the process rather than being overly focused on the end goal.

Research shows that people who focus on being mindful rather than focusing on the end goal are more successful (e.g. Fishbach & Choi, 2012). It is much better for the outcome, if we focus on the experience rather than the benefits. As Dr. Christian Jarrett (author of ‘Great myths of the brain’) said ‘Once you are doing it (e.g. exercise, work-based project), let your long-term future-based mission fade into the background.’

Mindfulness is not an easy habit to adopt however! It involves being present in the here and now; when eating, when walking, when speaking, basically in every moment. And let me tell you, it’s a struggle. When I started this approach, I had to constantly remind myself to be in the present and to focus 100% on the conversation I was having, or the document I was working on and really just slow down to experience fully what was happening.

If it is so difficult to be mindful or present in this moment, then why bother?

There is empirical evidence that mindfulness:

· reduces the physiological and psychological effects of stress

· correlates with emotional intelligence

· improves well-being and happiness

· improves attention and emotional regulation

(see Keng, Smosku & Robins, 2011 for an extensive review of the empirical studies on the effect of mindfulness on psychological health)

Personally speaking, when I am being mindful, I feel more tuned in to the people I am with, the conversations we are having and the accompanying sensory information in the environment. I feel more grateful. You may be aware that there is tons of research showing that gratitude is associated with reduced depression, more positive relationships, greater competence, resilience, self-acceptance, less stress, better sleep and much more. All in all, being Mindful leads to a life that is much richer and much more enjoyable.

National Well-Being DAY – Working Together For A Healthier Future!

Updated August 2nd 2023

What would I see if I walked into the reception of YOUR organisation between 8am and 9am this morning?

Would I notice an atmosphere of positivity and well-being.? Would I notice people who are well, happy and healthy, milling through reception? Or would I see over-tired, stressed, coffee-fueled zombies shuffling around the front doors?

As today is National Workplace Well-Being Day, it is more important than ever to reflect on the well-being of your workplace.

The Tagline is ‘Working together for a healthier future!’ What do you think of this statement?

Do YOU work together with YOUR colleagues to create a healthier future?

We’ve been talking about employee engagement, leadership, companionate love, ‘spirit of work’, communication, happiness, thinking, behaviour and all sorts in our recent blogs. Ultimately, we talk a lot about care for ourselves and for our colleagues.

Did you know that Gallup* found that Managers can greatly impact employee well-being, as well as engagement? Ultimately this all plays an important part in the performance of an organisation (Krueger and Killham, 2005).

*(Analytics and advice to help leaders and organisations solve their most pressing problems)

Improving employee engagement needs involvement and commitment from the leaders and manager (Mann & Harter, 2016). Of course it requires ownership and commitment outside of the workplace from the individual also. In my experience, work and home always impact on each other. What is important, is that to improve engagement, you need to improve well-being.

Did you ever consider that?

When I walk into an organisation that practices these things, I can feel it. From the moment I walk into reception, there’s a difference; a difference in how people greet me, and greet each other.

What are you going to do today to improve your well-being and the well-being of those around you?

International Day of Happiness!

Updated August 1st 2023

Today is International Day of Happiness.

“The International Day of Happiness recognises the relevance of happiness and well-being as universal goals and aspirations in the lives of human beings around the world and the importance of their recognition in public policy objectives.” According to the United Nations website.

Did you know that Increased happiness leads to 12% increased productivity?

Did you know that it is possible to raise your levels of happiness above your genetic setpoint?

Did you realise that your level of happiness also impacts on your health?

What is Happiness?

The Merriam-Webster dictionary describes happiness as “a state of well-being and contentment” and “a pleasurable or satisfying experience”.

How are you doing with your own Happiness?

Personally I struggle with this during the winter months! I force myself to SMILE as soon as I wake up. This gets the endorphins, serotonin and dopamine going! Even a fake smile is useful!

“Sometimes your joy is the source of your smile, but sometimes your smile can be the source of your joy”

-Thich Nhat Hanh

Ever noticed, how some people are able to remain happy even when faced with adverse circumstances? Whereas some people seem to always be unhappy even when things are going well!. So why are some people happier than others?

Lyubomirsky (2001) notes that happy people interpret events and situations in a way that strengthens, maintains or promotes their happiness. On the other hand, people who are unhappy, by nature interpret their experiences in a manner that reinforces their unhappiness and negative self-views.

Objective factors such as wealth and health etc. can have effects on people’s happiness levels. At the same time, there are several psychological processes that control the impact certain events and life circumstances have on a person’s well-being (Lyubomirsky, 2001).

Mainly, people who are happier tend to have more success in work, relationships and health when compared to those who are less happy. What many people don’t realise (and per over 200 studies with students and Fortune 500 companies) is that happiness encourages success rather than the other way around.

How Happy is your workplace?

Have you ever considered, how much the happiness of you and your colleagues impacts on each of your individual success? Every considered how happiness impact on the success of your team and the organisation? Or are you, by chance, a person of the opinion that work and happiness are not related? Or perhaps you have the opinion that happiness is a luxury that only the wealthy or famous have time for?

A study entitled “Happiness and Productivity” (Oswald et al, 2015) provides evidence of a link between human happiness and human productivity. Increased happiness, according to this research, leads to 12% increased productivity. Lower happiness is systematically associated with lower productivity. This finding is consistent with the existence of a causal link continuously seen in Positive Psychology between human well-being and human performance.

According to Happiness Advantage (2010) author and Harvard Researcher Shawn Achor:

Optimistic Sales people outsell their pessimistic counterparts by 56%

Doctors put in a positive state, make an accurate diagnosis 19% faster

Students primed to feel happy before taking a math achievement test, outperform their peers

Research shows that being happy before and during work makes us more resourceful and effective. Ultimately feeling happy improves our problem-solving skills!

We know that happy people have certain ‘adaptive characteristics’ and tend to engage in certain behaviours that helps someone thrive and succeed in life. Because of that, here at Adaptas, as part of our Leadership Development Program, and Executive Coaching, we support you to cultivate and manage your own happiness and the happiness of your teams!

Check out our Leadership Module; The Adaptas Happy Leader

And here is one of my favourite TedTalks, Shawn Achor, talks about the Happines Advantage; which is worth watching over and over just for the unicorn story.

Are You Controlling Others Or Are You Letting Them Control You?

Updated August 1st 2023

In our most recent blog, we shared an example of someone who is High in Controlling Thinking and Behaviour.

Ted: A great guy, technically excellent, leading teams who are making an impact in his organisation globally. But at the same time, has been disempowering others who would potentially take the reigns for him in teams he has been building so that he could operate on a more strategic level. There is also potential for some of them to get promoted; this is a very fast growing organisation and it would be much more effective, in terms of expertise and resources to promote internally straight into management positions!

Before finding out his BIAC Thinking Styles results, Ted believed he was a fair, well measured manager who managed to get on with everyone and who was doing things better than most of his peers. In actual fact, his High Controlling Thinking and Behaviour style has been doing him, his team and the organisation a huge disservice!

Ted, recently said, “I have reflected on this (his results) hugely! I am feeling a lot calmer and less stressed. Am definitely asking more open-ended questions, and stopping myself when I am becoming too controlling. In meetings I am taking a less aggressive approach and white boarding people’s opinions and talking things through with them. Before each 1-2-1, I am thinking about the controlling piece and making sure I extract ideas from people and not ram things down their throat. So all in all I am feeling good!”

A person who is centred in Controlling Thinking and Behaviour (as measured by BIAC; a thinking, behavioural & adjustment profiling tool) will have no difficulty empowering others but is fully capable of being in charge, if required.

So what about if you are Low in Controlling Thinking and Behaviour? What happens then? Tune in next week to find out…

Do You Have The ‘Difficult Conversations’ With Your Staff?

Updated August 1st 2023

I had an interesting encounter recently with a Managing Director, let’s call him Dom. I wanted to find out how he manages difficult conversations and communicates with his staff.

“Having difficult conversations? Listening to people? Why do I need to?” asks Dom.
“How have you survived this long without having these conversations, with a business that is 12 years old and has grown to over 100 people?” I ask.
“I delegate all difficult conversations” he says.
“Wow, that is some expertise in delegation!” I respond.

If this ‘delegating conversations’ was unusual, it would not be all that useful for me to write about and for you to read. At least he is being honest. It is often only when I ask people to give me examples of difficult conversations they have had or need to have, that it transpires they have been avoiding having many, many, many conversations they should have been having all along. My experience, as well as research, shows that not having these conversations results in lack of clarity, lack of follow through and a general disengagement by employees.

Did you know, that 1 in 2 people leave their job to get away from their manager?

Did you know that managers account for at least 70% of variance in employee engagement scores?

Did you know that employees whose managers excel at performance management activities are more engaged than employees whose managers struggle with these same tasks.?

And did you know that, clear & consistent communication — whether it occurs in person, over the phone or electronically – is 1 of the main ingredients connected to higher engagement?

Dom and I engaged in a role-play exercise, simulating a conversation that Dom had been avoiding for quite some time. Having already practiced various scenarios with his colleagues, Dom understood the importance of being an attentive listener in this particular conversation. However, during our role-play, I noticed that he appeared to be listening while only pretending to do so. Although he asked relevant questions (which is often half the battle), it was evident to me, and therefore would most likely be evident to others, that his attention was not fully engaged. Perhaps his position as the MD and the support he receives from his senior team allowed him to get away with it so far, but the consequences are becoming apparent. Dom realizes that he must address this issue promptly to prevent potential problems. He can no longer delegate important conversations; his colleagues have reached their limit.

Of course, it is everyone’s responsibility to have conversations. If you would like to consider whether you are asking questions and actually listening, see some more blogs on this topic below:

When is the last time you said Thank You to your team?

FEEDBACK – Everyone needs Feedback!

The Power of the Domino Effect in Organisations

When Was The Last Time You Said ‘Thank You’ To Your Team?

Updated August 1st 2023

When was the last time you said ‘thank you’ or expressed genuine interest towards someone on your team? Or are you of the opinion that if someone performs the role they are assigned to and they get paid for it, then ‘thank you’ is not necessary?

Imagine if you knew that simply taking a moment to express gratitude or inquire about someone’s well-being could significantly enhance satisfaction and teamwork, reduce absenteeism, and create a positive impact on customers and clients. Would you then be motivated to make a more concerted effort in this regard?

As you might recall, I mentioned a study conducted by Barsade & O’Neill (2014a) in our previous blog. They discovered that the presence of companionate love, characterized by interdependence, sensitivity, warmth, affection, and connection among individuals, fosters higher employee satisfaction and improved teamwork while simultaneously reducing work absenteeism and emotional exhaustion.

They also found that this type of culture is positively related to client outcomes. When this research was carried out in a hospital setting, it found that workers who had a better emotional and caring culture directly influenced their patients who experienced better mood and satisfaction, and increased quality of life.

Barsade & O’Neill illustrated across a variety of organisations and industries that it was the strength of an organisations companionate love culture that determined employee engagement; where people could express affection, tenderness and caring, had higher levels of job satisfaction, commitment to the organisation and accountability for their work.

In workplaces that don’t experience or promote companionate love there are minimal displays of affection, caring and compassion among workers and people tend to be more indifferent towards each other. Employees in such cultures don’t get to experience the positive emotions that go with companionate love in work and they are less equipped to deal with work situations that are going badly.

I know the idea of this at all makes a lot of people very uncomfortable. But it doesn’t have to be complicated: Barsade & O’Neill illustrate that most importantly “it is the small moments between coworkers — a warm smile, a kind note, a sympathetic ear — day after day, month after month, that help create and maintain a strong culture of companionate love and the employee satisfaction, productivity, and client satisfaction that comes with it.”

I know there have been many times I have suggested to people in management positions to say ‘thank you’, or to write the odd note. I have often been asked in response to this type of suggestion, ‘isn’t it enough that people get paid?!’ or similar.

What do you think?

Inspiring Leadership, Be Aware Of Your Blind Spot.

Updated August 1st 2023

In our most recent blog we discussed ‘Inspiring Leadership’ and I shared some examples of where it is not happening. In my conversations with the individuals who were experiencing the complete opposite of ‘Inspiring Leadership’, we were trying to work out if the leaders in question were aware of their behaviour and impact. It is possible they are not. We ALL have blind spots!

You may also recall Johari’s Window, mentioned in our second last blog.
As you will know from that blog, (or maybe you knew already), the Open Arena/Area (Area know to self and others) is argued to be the most important quadrant. The argument is that the more people know about each other, the more productive, cooperative, and effective they are likely to be when working together. In Johari’s Window there is a quadrant known as Unknown (known to nobody, including myself!) and Blind Spot/Area (known to others, but unknown to me).

During a course I attended, I had a remarkable moment of newfound awareness. Throughout the program, I sought opportunities to connect with the other attendees, including one woman in particular. Unfortunately, despite my genuine attempts to engage with her during the exercises, I couldn’t shake off the feeling of being repeatedly snubbed.

As time went on, I reached a point where I decided to stop making any further efforts to connect with her. It seemed like she had little interest in engaging, and I found myself mostly ignoring her. It was an unusual approach for me, but the demanding challenges presented during the course required me to be selective when deciding where to invest my energy. I made a deliberate choice to prioritise my own learning through the set exercises.

On the final day of the course we were all saying good-bye to each other, and she walked straight up to me and apologised. I asked her why she was apologising and she said that on meeting me and hearing me speak during the introductions on the first day she had felt intimidated. For me to think someone might find me intimidating was shocking. I asked her what it was I did that intimidated her. She told me that it was some sense of confidence I had that she felt she did not have, and so she felt small in my presence.

Wow! There I was thinking I do a great job of making people feel comfortable! She told me that through the course she had finally realized that she could become as confident as I appeared and that there was no reason to feel intimidated! Phew!

It’s fascinating how we often notice qualities in others that we believe we lack ourselves, leading us to either gravitate towards them or keep our distance. It’s equally remarkable to reflect on my personal growth journey, recognising how I once struggled with self-confidence and how far I have come since then. I now find myself contemplating how many people I may have thought I took a dislike to when, in truth, I was potentially intimidated by certain aspects they possessed – qualities I actually aspired to have.

I share this because it is important on a number of fronts:

A) I was wholly unaware that the confidence I have spent years building could be intimidating to others. Even though I look to represent and be a beacon of what one can overcome if one so wishes (In my case low self-esteem, depression, dyslexia!), doesn’t mean that it makes other people comfortable!

B) Both she and I were stuck in the Unknown Area (represents things that are unknown by you, and are unknown by others). Because we disconnected from each other early on, there was a whole host of things that were unknown to each other; we were making assumptions and we were potentially losing out on other gains. I made assumptions that she was rude and ignorant, but actually she was intimidated and I later realised she is a very nice woman! I’ve asked it many times in previous blogs, but how much are our assumptions about other people’s behavior taking us in the wrong direction every day?

C) I made a decision, having been snubbed off, that I would focus my energy on the exercises rather than on building a particular relationship. How often do we all do this in life and in the workplace, focusing on the task rather than the people? As Adele Cooper, Head of Partnerships for the UK and Ireland at Pinterest says “Make getting to know people individually- their roles, responsibilities, what frustrates them-a priority over hitting immediate business goals or achieving personal success. Motivating every member of the team enables it to be more successful”.

Hmmm, still lots to think about with Johari’s Window, relationships and leadership (of ourselves and others!). Keep reflecting on the responsibility and actions you are taking on, while reading these blogs (or not) and we will continue…..if you have any comments of questions, don’t be shy! If you like what you read please give it a thumbs up.

How Can We Help Our Leaders become ‘Inspiring Leaders?’

Updated August 1st 2023

In the past week, I have spoken with a number of people across diverse organisations who are experiencing what could best be described as bullying. All of them are extremely bright and committed individuals, (a mixture of senior managers, director and chief officers) and two of them are considering resigning in coming months. I guarantee that their potential resignation will be a blow to their teams and have wide rippling effects cross-functionally and beyond.

If only this was an uncommon situation. However, unfortunately it is not. Think about it. Me, one person who had 3 separate conversations in the space of one week with 3 people who lead large teams and who are all experiencing some form of bullying from their reporting manager…this does not bode well!

If you read our last blog, you will recall the mention of Kinjerski and Skrypnek (2006), who explored what they term ‘Spirit at Work’ (having high feelings of wellbeing, feeling like your work matters and feeling connected to your colleagues; all helping to provide meaning and fulfillment in work). You will also recall that there are a number of factors required to develop ‘Spirit at Work’.

One such factor, indeed the most important factor, according to Kinjerski & Skrypnek is ‘Inspiring Leadership’

“Inspiring Leaders:

Create a caring culture.
Are caring in the sense that the welfare of their staff and work relationships are important.
Embody behaviours that match those of the organisations’ philosophy and intentions.
Encourage and help staff to reach their goals.
Communicate tasks clearly.
Involve people in the decision-making process.
Delegate responsibility so workers can make decisions about their work on their own.”

Kinjerski and Skrypnek (2006) found that a positive workplace was important in creating ‘Spirit at work’. Positive working environments help people develop a sense of spirit at work where they feel good during work, they are happy with their organisation and they focus on tasks required during work.

The people I mentioned above are experiencing the exact opposite of ‘Inspiring Leadership’.

As we all know, the workplace culture reflects the leadership within the organisation, the relationships among colleagues, the opportunities and priorities in an organisation, and how people are viewed in the organisation.

i.e. don’t expect people to show up in certain ways if you are not leading by example. A positive workplace is one where care, teamwork and support are displayed and developed by senior staff; this creates a workplace where people are able to work to their best/perform best.

Pamela Quinn (MD of Kuehne + Nagel Ireland, one of the worlds largest logistic companies) states: “I believe that people mirror behaviours and they tend naturally to follow the behaviours they see around them.”

How have your reflections been re. the Open/Arena Area (the Area known to self and others), of Johari’s Window? Are you taking the lead in this one?

If you are reading the current blogs and thinking this is all fluffy stuff, have a look around you and consider my experiences in the past week. Three people in three different organisations, two of them considering resigning. They are most definitely not working with leaders who are exhibiting ‘Inspiring Leadership’, ‘Spirit at work’ or ‘Companionate love’!

There are Unknown Unknowns! View yourself through Johari’s Window.

Updated August 1st 2023

I recently lead a programme on creating High Performing Teams, and our session turned to the concept of ‘Johari’s Window’. In case you haven’t heard of this concept, it was created by two American psychologists, Joseph Luft and Harrington Ingham in 1955 and is a technique used to help people better understand their relationship with themselves as well as others.

The ultimate goal of the Johari Window is to enlarge the Open Area or the Arena Area in our picture here (i.e. the area known to self and others), without disclosing information that is too personal (i.e. so personal that it makes you uncomfortable). The Open Area is argued to be the most important quadrant, as, generally, the more people know about each other, the more productive, cooperative, and effective they are likely to be when working together.

One of the gentlemen attending the High Performing Teams programme, a managing director of an SME, mentioned that he does not feel comfortable sharing personal information with colleagues (e.g. what he had got up to at the weekend) because he doesn’t want to make them feel uncomfortable, e.g. feel like their life isn’t as prosperous as his. He also doesn’t expect them to share personal information and so keeps all conversations work-related. It’s an interesting argument.

Kinjerski and Skrypnek (2006) have explored what they term ‘Spirit at work’. ‘Spirit at work’ is described as having high feelings of wellbeing, feeling like your work matters and feeling connected to your colleagues; it helps provide meaning and fulfilment in work. These researchers found a number of factors that contribute to ‘Spirit at work’. We will come back to all of them in future blogs, but what’s most pertinent now based on this gentleman’s argument is the following; The importance of having a sense of community among workers.

Those with high ‘Spirit at work’ have positive relationships in work that is promoted in their workplace. They develop personal relationships, they work cooperatively and they have a social life and share ‘fun times’ together.

According to the participants who have taken part in Kinjerski & Skrypneks’ various pieces of research, personal relationships are important because people know each other as people, as well as colleagues. They connect and share information with each other and they support one another. The work environment becomes like a family where there are strong connections, which provide a sense of belonging to a community. Participants in the study explained that when these personal relationships are developed it helps them to work more effectively as a team. Those who experience greater affection and caring from their co-workers perform better in their job.

There is a whole host of research showing that those who experience greater affection and caring from their co-workers perform better in their job. Barsade & O’Neill (2014a) conducted a longitudinal study looking at the emotional culture of employees and how this affects the person and their work performance. They created a theory around the culture of ‘Companionate Love’ and how this influences people. ‘Companionate Love’ they assert, is important and can greatly influence the workplace. It involves warmth, affection and connection; it is less intense and not passionate or romantic. It is linked to interdependence between people and having sensitivity towards others. The more employees feel this type of companionate love at work, the more likely they are to be engaged in work.

Over the coming weeks, consider the Open Area of Johari’s Window and ask yourself if you are developing the personal relationships and connection that lead to ‘Spirit at work’ and ‘Companionate love’? If you are not, consider the blocks (internal and external) to you from doing so and keep posted for more about Leadership, ‘Spirit at work’, Johari’s Window and more.

Want To Keep Your Brain Young?