- Encourage multilateral communications and dialogue among peers and between employees and leaders. Offer workers a shared sense of ownership in company goals and mission—encouraging employees’ sense of voice, position, significance and purpose.
- Establish strong company values that employees can understand and know how to practice—increasing their sense of belonging, purpose and security.
- Set challenging but achievable goals—to increase employees’ sense of challenge, learning and autonomy.
- Shift the focus from hierarchy to community—connecting employees to one another in ways that empower them and increase their sense of belonging, connection and security.
- Ensure that you are adequately recognizing and rewarding individual and team achievements as they relate to shared values and goals. Make sure those rewardsrespect individualism and include choice. This will increase employees’ sense of fairness, purpose, recognition, belonging, and choice.
“A man who trusts nobody is apt to be the kind of man nobody trusts.” - Harold MacmillanAs I look at the list, I agree with all of the statements. I don't think it's a comprehensive recipe, but it's solid advice. The sequencing of the list jumps out at me as a tad off. I'm not sure Darcy is suggesting things be done in this order, but enumeration implies some form of priority or sequence. Assuming there is a priority to this list, I'd put strong company values first, followed by shifting focus from hierarchy to community. These two are the foundation of the remaining three items.
I encourage you to read Darcy's article. And please share your thoughts by commenting on this post.