Voodoo Schmoodoo
Every week I write a blog. This is a relatively new habit for me, and one that I resisted for a long time. The idea of a time-based writing discipline danced too closely to the concept of “term paper”—the writing of which I tended to dread and put off unduly during my school years. Scheduled acts of writing, powerfully hinged to the notorious term paper of old, set off a battleground of opposing wills. My calendar pointing heartlessly to the writing assignment and my defiant memory-steeped mind cleverly finding inconsequential activities to block that very task getting done…or even started.
So it went, until one day something shifted. On that particular day, my desire to share ideas and connect with people swamped the “term paper” voodoo and suddenly writing—even scheduled writing—became a fascinating and joyful adventure. Just like that. Two realizations about this event emerged for me.
First, the fact that long-standing behaviors and entrenched attitudes can change in a moment.
While I intellectually accept and espouse the concept, it’s always remarkable to experience it firsthand.
And second, the incredible power linked to our need for connecting and being known.
When I think back on the work environments that effectively engaged me and those that sent me packing, these two concepts—connecting and being known—seem particularly relevant. Both are hinged upon and are products of trust. The kind of trust-generating environment that translates into “it’s safe to be here,” “you are wanted and valued,” “your work makes a difference,” “you make a difference.” It’s about the experience of the company and the work.
Does the work and workplace experience build trust—through words, energy, people, and acts? That’s the litmus test.
Connecting represents many things. It stands for support, collaboration, service, communication, relationship, guidance, etc. Being known, too, connotes many things—authenticity, creativity, innovation, risk-taking, thought leadership, people leadership, etc.
In companies where engagement is low, survival ego strategies are high.
Environments that engender connection and authenticity are the very same that assuage egos. Calm egos do not require energy and creativity for reasons of security and survival. There is no need. Instead, that very same energy and creativity can be put toward more productive and fulfilling aims. Transcending, as it were, obstructive behavior built on things as inconsequential as a term paper.
Learn how to calm egos and invite greater potential in your people and in your company. Download a free resources, 7 Ways to Quiet Security-Seeking Egos in the Workplace.