![]() Don’t leave your people operating on a need-to-know basis. They need to have an understanding of the vision of the organization, the competitive landscape and the strategic objectives they are supporting. Being Transparent – People need good information in order for them to be able to do their work well.Giving people the knowledge and tools for job crafting can empower them to shape their roles around their strengths, interests and passions. Providing discretion not only sparks energy when employees feel valued for their ideas, but also taps into learning because employees are not told what to do and how to do it. Whilst performance should be defined with clear metrics, employees should be able to help determine how these outcomes are achieved. Empowering People – employees need to believe they have some discretion or choice about how they do their work. ![]() Gretchen’s research has found that there are four levers leaders can use and that the biggest impact comes when all four work together. He goes beyond the normal job requirements for a pilot, seeing himself as a crucial ambassador for the troubled airline.īut how can organizations nurture more thriving employees like Captain Flanagan? If flights are delayed or diverted to other cities because of storms, he tries to find a McDonald’s where he can order 200 hamburgers, or a snack shop that has apples or bananas he can hand out. He writes notes to first-class passengers and elite level frequent fliers on the back of his business cards, addressing them by name and thanking them for their business. When pets travel in cargo compartments, the United Airlines veteran snaps pictures of them with his cell phone camera, and then shows owners that their animals are on board. While most pilots might feel it’s beyond their job description to help passengers cope with late or cancelled flight Captain Flanagan thrives by trying to make flying fun for others and continually trying to get better at what he does. “It suggests that organizations who want to be sustainable should create great places for people to work, where they can grow and develop and become their best selves.”įor example, Captain Denny Flanagan a United Airlines pilot was profiled in the Wall Street Journal as a thriving employee. “Our multi-year research has found that thriving employees not only have more positive individual outcomes, they also help their organizations better achieve their goals,” said Professor Gretchen Spreitzer from the University of Michigan when I interviewed her recently. ![]() ![]() But in order to ensure your people’s performance is sustainable, studies suggest finding ways to help your employees feel energized and able to grow is the key to helping people to be more creative, persistent and motivated and less likely to burn out. Helping your people thrive at work may sound like an impossible dream. Are people thriving in your workplace? Or are busyness, uncertainty, and ambiguity leaving them feeling overwhelmed and burned out? Let’s face it, navigating the highs and lows of workplaces these days can be challenging even for the most resilient of us. ![]()
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