(This is an expanded version of a Linkedin post I wrote that had great engagement. I decided to develop a bit more on the final part, where we can get into actionable steps on how can we, as leaders, improve and “create belonging” in all our environments.)
At this specific moment I happen to be dealing with three “workplace climate surveys” for different organizations, and there’s a recurring theme that has sparked my attention and curiosity, so let me share it with you and would love to hear what’s your outlook on it.
The bottom line would be: People being really demotivated, not necessarily loving their leaders, probably also a bit underpaid, BUT they are proud of the place they work in. It’s like, I can’t stand my mother, but don’t you dare speak badly of her in front of me! Only you can talk bad about her…it’s that type of moment, that type of behavior or pattern.
How come? People marry the cause that they fall in love with. It’s that expectation, that yearning to belong in a place that you imagined in a certain way because it promised you belonging and love.
So what happens? In a way, it’s like the early stages of falling in love—everything seems perfect. Then, as time passes, reality starts to settle in, and it doesn’t match the expectations you built. The difference between family and organizations is that you can leave whenever you want.
But these unmotivated, unhappy employees don’t leave the organization because they still believe in the cause, believe in the original hopes and goals that lured them to work there, and they wait. They wait for things to change…
How long does it take for people to fall out of love and eventually go somewhere else?
This depends 100% on the leaders of the organization!
Are you as a leader – and remember, we are ALL leaders, because we all teach and learn explicitly and implicitly. Just by being you, your actions speak louder than 1000 words.
Ask yourself:
– Are you fostering a culture of psychological safety?
Research by Amy Edmondson, who introduced the concept of psychological safety, highlights that when team members feel safe to take interpersonal risks, they are more likely to engage in learning, creativity, and innovation. Organizations like Google, in their Project Aristotle, identified psychological safety as the most critical factor for successful teams. It allows employees to voice ideas and concerns without fear of humiliation, fostering collaboration and problem-solving. However, global studies show that only 47% of employees perceive their workplaces as psychologically safe
– Is there transparency, authenticity, and a genuine human connection?
Transparency from leadership is a cornerstone of trust. A lack of it can lead to disengagement and mistrust among employees. Ethical leadership studies suggest that leaders who consistently act with integrity enhance employees’ sense of safety and willingness to contribute meaningfully. Authentic interactions—where leaders openly share challenges and successes—strengthen team cohesion and align organizational goals with individual values.
Super important on this subject is AUTHENTICITY. Being authentic is essential in creating meaningful workplace relationships. Leaders who acknowledge mistakes and demonstrate vulnerability set the tone for openness. Research indicates that when leaders model this behavior, employees feel empowered to engage authentically themselves, increasing team engagement and satisfaction
– Do your people feel they can speak openly and give feedback without fear?
Organizations fostering open feedback encourage iterative learning. Studies reveal that such environments lead to higher-quality outputs because team members are not afraid to challenge the status quo or offer creative solutions. Leaders must actively solicit input and demonstrate that feedback leads to actionable change to sustain this culture
– Do you know yourself as to not take things personal and look outside of yourself?
Leaders with high emotional intelligence understand their triggers and can detach personal feelings from professional decisions. This self-awareness, combined with empathy, leads to objective listening and strengthens their ability to address employee concerns without defensiveness.
A leader’s emotional regulation directly impacts team dynamics. Research emphasizes that leaders who can separate feedback from their ego create environments where employees feel heard and respected. This reduces workplace tension and increases collaborative problem-solving
– Would you like to have you as a boss, peer, employee, partner,etc?
The Golden Rule of Leadership. This reflective question is essential for continuous improvement. Humans who embody the qualities they expect from others— for example empathy, respect, accountability—serve as role models, inspiring similar behavior in their teams (remember we are ALL leaders, at our homes, with our friends, at the workplace, within our communities…). Harvard studies suggest that ethical leadership directly correlates with higher employee satisfaction and organizational loyalty.
As always I would love to hear your thoughts on this if you like to contribute to this article! 🙂
Gracias!
Image credits: Freepik – 8photo
