Deficit-oriented thinking in organizations, constant obsession with optimization,"more is always possible,""more perfect too"...A moderate obsession with optimization may lead to innovation in companies. However, too much of it leads to pressure. And pressure always generates counterpressure. This is especially true when its counterpart, "resource orientation,"falls by the wayside. The result is dissatisfied employees, a lack of appreciation, and inner resignation.
The resource-oriented concept has its roots in the systemic approach. An organization is viewed as a system consisting of individual elements (e.g., departments, divisions, employees). These elements are interrelated and influence each other. Employee resources can include strengths and values, but also needs such as a high sense of security.
Deploy employees according to their skills
Resource-oriented leadership creates a win-win situation for employees and companies. leader who deploy and promote employees according to their resources ensure that employees can contribute their skills to the work process in a self-determined manner. This self-determination leads to high satisfaction and strong identification with the job. This, in turn, increases the (intrinsic) motivation potential.
This combination makes an essential contribution to enabling organizations to achieve the best possible results. We have already explored many of these factors in one of my previous articles on the self-determination theory of motivation.
An important prerequisite for working leader as leader is to clearly identify the resources of your employees. These can be divided into internal resources (such as strengths and values) and external resources (such as recognition, opportunities for advancement, and job security). It is possible that external resources are influenced by internal resources. Therefore, they cannot be considered independently of one another. Identifying employees' strengths and values is also an integral part of the Leading Simple program, for example. A good, effective leader and accepts the values, needs, and strengths of their employees. However, this does not mean that they have to agree with or concur on all aspects.
Knowing your employees builds trust and appreciation
These aspects automatically lead to your employees feeling that they are perceived as human beings rather than as statistics. This in turn increases trust and appreciation. As you can see, the cause-and-effect relationships in the system are clearly evident here.
Attend one of our executive training courses or ask yourself:
- What is your basic attitude toward your employees?
- What have you done in recent months to support your employees on their own path to achieving their goals?
- How well do you know your employees' values?
That's why you're not really happy.
Why success and fulfillment have nothing to do with each other.
Image source:©pixabay
