What Makes a Great Working Environment?
a lot about what a great working environment is.
A great working environment is a work situation
where the mission is being accomplished and morale is high. It's
the "user" side of the two key leadership objectives:
accomplish the mission and care for your people.
Most people know exactly what I mean by a great
working environment. They may not be able to list characteristics,
or point to research, but they've usually experienced one. So have
Think about a time in your life when it was great
to come to work. If you're luck there are lots of them. If you're
really lucky, now is one of those times.
What was it like then? I'll bet you were excited
about the work you were doing, and you knew that it was appreciated.
You almost certainly felt that you were being treated fairly and
that you had some control over what you got to do. That's what the
research tells us, too.
Over the years, there's been quite a bit of research
into the factors that make up a great working environment. Here's
a quick summary of what the research and my own experience tell
us make for a great working environment.
and Meaningful Work
to do work that's interesting and meaningful. They want what they
do to be enriching for them and important to others.
define interesting in different ways. For some folks, it means that
they're learning a lot, having lots of personal growth. For others,
the most important thing is that there are lots of different situations
to deal with or lots of different problems to solve.
is not so much about the work itself as it is about the people you
work with. The self-fulfillment comes from being part of a team,
an elite group, or just a bunch of folks you like working with.
It's also important
for the work to have value to others. The "others" can
be the whole world, or just our customers or the folks I work with.
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and Reasonable Expectations
to know what's expected of them. It's like setting up the rules
of the game.
need to be clear. At the supervisory level, that may mean laying
out detailed, step-by-step procedures. At the management level expectations
may come out of discussions with several folks. At the leadership
level, slogans and other brief statements that folks can use as
a "test" of their plans or actions are usually the most
the value of frequency, simplicity and memorability when you're
communicating expectations. You have to communicate the important
things over and over in memorable terms.
In fact, repeating
things is one way of telling people that they're important. Slogans
can be great for this. So can using devices like pocket reminder
cards with simple messages or messages in table form.
Use your regular
forms of communication--newsletters, emails, sales bulletins to
reinforce your leadership message. Reinforce your written communications
of expectations with oral communications. Reinforce your formal
communications with informal ones.
you need to state expectations for the performance you want, but
you also need to be clear about the consequences of performance
that's beyond or not quite up to standard.
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and Usable Feedback
to know how they're doing. Feedback is how they find out. To work,
the feedback must be frequent (lots of small course corrections)
is frequent? The answer, which sounds something like a cop-out is:
"As often as necessary?"
want and need a lot of feedback. Other folks prefer to be left alone
most of the time to do their work. You have to know who needs what
and in what situations.
The idea is
to make lots of small course corrections on the way to the clear
target you've established with your expectations.
has to be usable. Time your feedback so it reaches people when it
does the most good. In most situations, that means you want feedback
as close to the performance as possible. If you can set up a system
so people can get their own feedback, so much the better.
Work on your
communications skills so you deliver feedback in the most effective
way possible. Learn about different ways that people process information,
and match your communication to their preferred style. Learn about
Social Styles and other ways that you help you communicate with
people in the ways they most like to be communicated with.
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(Consequences = Performance)
to know that they (and others) are being fairly rewarded based on
their performance. this is one of those words that requires definition.
Otherwise, it becomes one of those words that everyone agrees with,
but no two people have a common definition for.
For us, fairness
means that the consequences of the performance are determined by
the quantity and quality of the performance. One of the people in
my class put it in almost Biblical terms: "The good shall be
rewarded and the underachievers shall be punished in accordance
with their results."
This ties back
to reasonable expectations. It depends on regular and usable feedback.
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means predictability. Subordinates want to know how their supervisor
will react in a given situation. Consistency also relates to predictability
in terms of performance.
want to know how to predict your reaction in different situations.
If they can't, they worry about whether or not to trust you.
some management studies, consistency (predictability) is the single
most effective standard to establish with your own leadership behavior.
It's actually another form of communication--a way of walking the
by example means that you uphold the values and principles that
you say you and others stand for. It means that you, consistently,
pay attention to the important things, consistently reward good
performance, consistently see that rewards and punishments are meted
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to have a say about things that affect their life. You can make
that happen for them by giving them as much control as possible
over issues that affect them at work.
varies from person to person and situation to situation. Some people
like to be left alone. Others want to see you frequently.
are qualified to make lots of decisions about their work. Others
need to develop their skills a bit before they can do the same.
work hard and make an effort to do the job. Others slack off.
a good general rule to allow folks as much control of the basic
decisions about their work as they are capable of handling and willing
to handle. In today's flatter organizations, this is easier to do
from an organizational standpoint, but it's hard for many of us
from a personal standpoint.
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