The Optimal Workplace

It used to be that the measure of an organization's success was their ability to keep up with technology.  Progress.  According to Michaely Cziksentmalyi, author of "Flow:  The Psychology of Optimal Experience," progress defined this way falls short of the mark.

Redefining Progress
"Progress has to start in the human heart and the human soul, and that we have neglected."  "There are values worth cultivating.  Lifting people up.  Helping them to feel better than they were before."

Asking the Right Questions
If an organization is not all it can be, one might be tempted to ask, What's wrong?  Indeed it is important to know where the pain lies, and apply the correct remedies.  An equally important question, however, is "What is NOT Wrong?"

What Would Your Employees Say About You
Employees who work in organizations that have received "workplace of choice" awards can be heard explaining their engagement and satisfaction this way:

"So often you hear what you are doing wrong.  Here they tell you what you are doing right."

"We all work together.  When one area is down, another area pitches in.  There is no jeering or competition.  We know we are in it together and it could be us next time."

"The management is transparent.  They provide information about the state of the company, good or bad.  Over time, this has led to deep trust and respect."

"There is a feeling of wanting to be here.  That what we do is important and useful." 

"I appreciate the flexibility.  If my kids are sick, I can leave to take care of them and come in early the next day to make up the time."

Support in Tough Times
I have the privilege of working on a crisis response team and have spoken to many employees whose lives have been disrupted due to a sudden death or an act of violence.  Time and again I've heard employees express deep gratitude to their employer for having the compassion to recognize and support their emotional needs during such fragile times.

Employee engagement and organizational success come from a number of factors.  Keeping up with technology is essential.  But recognizing people as people, and following through with reasonable actions to support them is what makes the difference.