By Ellen Castro
HR Executive "Perspectives"
September 11th changed all our lives. Our sense of safety in the United States was shattered. Since that date, most of us have experienced some degree of anxiety, exhaustion or numbness. In these chaotic, troubling and uncertain times, leadership is needed now more than ever.
September 11th redefined leadership by requiring that leaders address some of the more basic needs of the follower. The psychologist Abraham Maslow (1907-1970) suggested that all people have the same set of “needs” with safety and security being among the most basic. Moreover, the needs of an individual supercede the needs of the organization. We, as HR professionals and leaders, must address the safety and security of each individual in the organization.
While leaders cannot guarantee individual jobs, or even personal safety, we can make other guarantees. Leaders can guarantee an environment safe from abuse and toxic behaviors and attitudes. We can guarantee a workplace environment where people are treated with respect, dignity and trust. Leaders can guarantee a supporting and nurturing environment that offers some degree of safety in what is otherwise an unsafe world. As gatekeepers of the organization’s spirit, HR professionals must hold ourselves and other leaders accountable.
At its core, leaders can guarantee credibility, compassion and a sense of community within the workplace. To do so, however, requires that followers be able to answer "yes" to three basic questions: "Can I believe in you?" "Do you believe in me?" and, "Can we make a difference?"
Can I Believe In You?
The first question that followers have of their leaders is "Can I believe in you?" Believability is more than just credentials and competence. It is greater than a leader’s educational background or workplace experience.
Instead, "Can I believe in you?" is about credibility. Every single choice and action we take either builds our credibility or destroys it. Everything that we do and say communicates. Even silence and inaction communicate. As leaders, everything we do is significant. There are no neutral actions.
To be credible, our words and actions must demonstrate service versus greed; consistency versus mixed messages; and truth versus dishonesty. We are predictable, consistent, and fair thereby encouraging others to feel safe in our presence. We are beacons of hope; a lighthouse in troubled waters. We cannot lead or inspire if we are not believable and trustworthy. Credibility is the cornerstone of today’s leader and critical to our effectiveness as HR influencers.
Do You Believe In Me?
The second question is "Do you believe in me?" At issue is whether or not the leader is compassionate and demonstrates a genuine concern for the welfare of the follower, both personally and professionally. A leader can motivate and inspire only if the leader knows the individual needs of the follower. Now, as leaders, is the time to talk to employees about their dreams, desires and expectations. Ask what is important to them and how they might contribute differently. Ask what would increase their motivation, commitment and productivity. Ask them what they need from us and then follow through on those conversations. Jointly set goals which allow for the personal and professional development of the individual while integrating those goals with the larger mission of the organization. HR professionals must insure these conversations are occurring at all levels with all employees.
Every interaction we have with followers either builds or reduces their self-esteem and sense of safety. Constructive feedback must be given in a way that validates and encourages the individual. It must also tie back into the business objectives and mission of the organization for it to have healthy and "reality-based" significance. More than anything, now is the time for us to affirm our followers. Tell them how valuable they are. Tell them that they make a difference and that their contributions are significant. Be specific and sincere. Platitudes are not welcomed and are easily recognized.
Can We Make A Difference?
The third question "Can we make a difference?" addresses the need to belong and contribute to something greater than oneself. The inspired and inspiring leader moves a group of people to a collective identity with a sense of shared values and clarity of purpose. Individual differences are embraced and contributions are appreciated, yet values are ultimately shared. Thus, the impossible becomes possible because the whole is greater than the sum of its parts.
A leader instills community by being inclusive, not exclusive. The leader involves all, not just the few. Today’s leader co-creates the future rather than dictates it.
When we, as HR professionals and leaders, model credibility, compassion and community, we satisfy the basic needs of the followers. The business outcomes of productivity, retention, profitability and customer satisfaction are not only realized but optimized.
In sum, leadership is about "we," not "me." As we treat others, we will be treated. As we lead others, they will lead themselves. At this moment in our country’s history, we can best serve as HR professionals by creating a kinder, more trusting, "safer" and saner workplace.
God bless America.