As I struggled with deciding what article to read, what book to focus on, or where to take my next post, Simon Sinek‘s most recent TED Talk, Why good leaders make you feel safe, was posted in my company’s enterprise social network (ESN). And every bit of it speaks directly to my heart, to concepts I’ve struggled with long before I chose this topic to blog about for class. As he says,
“When a leader makes the choice to put the safety and lives of the people inside the organization first, to sacrifice their comforts and sacrifice the tangible results, so that the people remain and feel safe and feel like they belong, remarkable things happen.”
He also gave a remarkable example of how this played out, in a real company. When Barry-Wehmiller was hit hard in the recession in 2008, instead of laying people off to make up the $10 million shortfall, the CEO decided on a novel approach:
Every employee, from secretary to CEO, was required to take four weeks of unpaid vacation. They could take it any time they wanted, and they did not have to take it consecutively. But it was how (the CEO) announced the program that mattered so much. He said, it’s better that we should all suffer a little than any of us should have to suffer a lot, and morale went up.
They saved twice what they needed to, in part because on their own, the employees voluntarily started trading time off. Workers who could more easily afford it would take more time off so that those who could afford it less could take less time off. As Sinek predicted, remarkable things happened.
And I wonder why we all don’t instinctively know this; or if we do, why we ignore it. It is the same for us at home, in our social circles, or wherever we go. If we don’t feel safe, we don’t give our best. We might do our duty, or do what we need to in order to look good or to save face. But when we truly believe that the people around us have our back, we give it our all.
I vividly remember a situation I found myself in where I was really scared to take action. I knew many of the consequences of acting weren’t desirable; the consequences of not acting, worse by most accounts. But the decision in the end was not about weighing the consequences. It came down to trust; to knowing that if the tables were turned, the other person would have done it for me. And that gave me the courage to push past my fear and act.
So great, I now not only feel this viscerally, but can also name it. Describe what trust means, and why it matters. And I can absolutely see how and why a lack of trust detracts from engagement in an ESN.
- If you don’t trust that your contributions will be appreciated, why bother?
- If you don’t trust that your leaders have your best interests in mind, why put yourself on the line?
- If you don’t trust that your co-workers also have your back, why chance that they will use what you post for personal gain?
I also have a much better appreciation for why community management is more about culture than anything else, and often involves culture change. Don’t get me wrong, you can absolutely have engagement in a culture that is not based on trust. Fear of consequences can and does motivate people to act. But the kind of engagement you’ll get in that kind of culture will be unlikely to bring about results that are better than they were before the ESN was implemented. And it surely isn’t going to increase overall employee engagement in the deeper sense.
Now that I’ve nailed that part of it, I’m off again to start digging into how to deal with the problem. What can be done to move away from fear and toward trust so that employees
will give us their blood and sweat and tears to see that their leader’s vision comes to life….
Or in this case, to feel free to contribute and participate in their company’s ESN to further the goals of their company.