Seeing the whole person

'An energetic man who is considerate in action will increase in reputation.' - The Dhammapada

Every good leader should ask: 'What conditions do we need to achieve success?' A contented workforce that contributes positive ideas and works hard is indispensable. Research by Cambridge University’s David Halpern, of the Downing Street Strategy Unit, shows that people in the UK trust people less than ever. Less job security, more workplace competition, and frequent moves away from family roots have created a social backdrop where you need to inspire trust and stability in your workplace.

Human Resources are humans as well as resources

The growth of Work-Life Balance shows that more organisations are treating their Human Resources as humans rather than just resources. But people’s needs run deeper - to feel appreciated and a sense of belonging. To be trusted you need to help everyone understand that they are valued.

A ‘people person’ shows an interest in each individual they meet, implicitly showing that everyone is important. They transcend their work, gaining trust for who they are (character, values) not for what they are (rank) or what they have (ideas, power, salary). They see beyond the task that the person does, looking to the individual behind the task. Being genuine is key: if you can’t take genuine interest in everyone in your organisation, don’t attempt to be a trusted leader.

Becoming a 'people person'

Take time to ask people regularly how they feel about their work; listen to the answer. Find out what their concerns are, and, if any, discuss what you can do to help resolve them. Encourage all ‘managers’ in your organisation to include these simple but effective methods in their one-to-one meetings with staff.

Take time also to ‘walk the floor’ to become better known to the staff you meet. Ask them about their work, their hopes and their challenges. You will glean valuable information and build the impression that you value each person.

Be flexible about working practices. People’s lives outside of work are always more important to them. Why do farmers let fields lie fallow in rotation? Why do people service their cars? Occasional ‘down-time’ is not wasted time. Compromise and flexibility, giving discretion to team leaders, can yield greater returns in the long run, so long as you retain the value of positively challenging dishonesty and lack of effort. You need to strike an appropriate balance of give and take, recognizing that there will be many times when people have to overwork and which earn them the right to be treated flexibly.

• When a British engineering firm instituted a ‘half day Friday’ to alleviate the pressure people were under, productivity actually went up! People even came in early on Fridays to get their work done and started the weekend on Friday lunchtime with a real psychological lift. Implementing the half day Friday took courage, requiring managers to let go of some control. They were rewarded with greater initiative and responsibility from the staff – a key quality in a trusted workplace.

Consider Employee Assistance Programmes (EAPs), which give the option for all staff to access professional, confidential counselling anonymously; they can discuss anything at these sessions, including personal difficulties which inevitably often impact on their life at work.

Your main goal should be to create a culture in which people want to base themselves. People always give more when they want to, far more than if they are simply held to the minimum terms of their contract. As one former Managing Director of a major UK bank put it, speaking to this editor: "As soon as you have to rely on people’s salaries as their motivation, you’ve lost the battle to make the organisation effective."

When a typically diverse group of human characters are assembled in a workplace, they are united by the need to earn a living, but will not remain united for long if this is all that binds them. Your role is to recognise their differences, the importance of their lives outside of work, and their need to feel a sense of belonging - and to demonstrate in your actions that you understand these things.

Environment

Most employers are now wise to the importance of creating a relaxing physical environment at work, and yet every workplace has room for some improvement.You don't have to be a Feng Shui expert to make a start:

• Choose relaxing colour schemes that add warmth and a homely feel. Get rid of the white and the grey! And give people a choice in the matter!
• Find space for pictures framed on the walls
• Give people a sense of nature - if there are no natural views, this could mean small water features, rocks, or lots of plants
• Consider getting fresh flowers once in a while
• Don't position desks with people's back to the door
• Use mirrors to reflect light and create a sense of space
• Create an area in the building for relaxing and social chat
• Seek the team's views on enhancing the look of the workplace

These simple measures will show people that you care about their wellbeing, and will enhance calmness and concentration.

'They say time changes things, but you actually have to change them yourself.' - Andy Warhol