Leaders around the world are asking themselves how to maintain the mental health of employees and focus on the organization’s purpose. Not only from a business perspective, but also from a social responsibility perspective. Without forging followers, but creating passionate about innovations, solutions in synergy with the company’s desires.
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In times of Covid-19 and hybrid work, at home and in the office, improving and humanizing organizational culture has been the starting point. Employees are the greatest assets of companies, so we need to offer better experiences not only for customers, but also for our teams.
Past leaders believed that putting teams at the center would harm the generation of results and shareholder value. They imagined that the result would only come through command and control. It’s just the opposite! The relationships of commitment, freedom with responsibility, bonuses and onus promote a culture focused on results. It is necessary to create a culture that promotes a relationship in which the company, shareholders and employees are committed to the results and impact of the company’s business.
Nowadays, the sense of professionalism is embodied by talents that add intelligence and look for purposes in companies far beyond merely rational and cold visions. Doing good and positively impacting your employee and society is on the rise and establishes bonds of trust, transparency, respect and reciprocity.
Thus, strengthening the organizational culture maximizes the company’s way of being. The “people first” management model“ it values the human being and allows an analogy: the pillars are the brain (they direct what one wants to have and live), the values are the heart (beliefs, feelings and perceptions), and attitudes are the arms (strength to act).
With employees being listened to and taking part in the processes of co-creation of the organizational culture, realizing the company’s genuine concern with people, with the motivations of new generations and with the environment, there is mobilization for everyone to give their best. Those who do not encourage collective contribution and greater affinity with what is idealized by the company as a differential for the business are left behind.
This organizational culture provides:
1 – Healthier employees, identified, engaged and with pleasure in the search for high performance results;
2 – More contagious organizational climate, with an employee recognizing himself in the deliveries, based on a sense of pride, belonging and ownership;
3 – Greater loyalty of the internal public;
4 – Greater demand for innovation, regardless of the technological apparatus;
5 – More strategic relationships and deliveries, with products and services that make customers more satisfied;
6 – Employer brand valuation: public recognition as a good company to work for;
7 – Space for meritocracy, equal opportunities and sustainability;
8 – Strengthening of the concept “Together we are stronger”, generating value above the conventional for the company and society.
This clearer and more inspiring organizational culture, created from valuing people, leads more open and secure leaders to adopt best practices with employees, with emphasis on intellectual capacity, maturity, autonomy in decisions and active voice in constructive dialogues, regardless of office. Environments like this provide boldness, search for the new, the disruptive and favor the growth of business with perpetuity.
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