Hug Your People – INCLUDE

The five I’s create a sense of ownership among your staff.

1. Invite – Invite someone to be part of the process.
2. Input – Ask for advice, suggestions, opinions on strategies. “I need your help?” , “What do you think?”
3. Include – Lead, don’t supervise. Allow people to service clients in their own unique way. Ask people what they want included in the team meeting.
4. Involve – Communicate fully, honestly and effectively.
5. Invest – Train, coach, mentor and develop your people.

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Hug Your People – PRIDE

People need to feel proud to work for the company. Pride is an incredibly powerful force to encourage loyalty but it has to be fed.

A big part of this is making it clear that everyone’s job counts.

4 Essentials

  1. An inspiring corporate mission statement.
  2. A clean and attractive work environment.
  3. Up-to-date, user friendly technology.
  4. Education opportunities.
Also when good things happen, tell everybody!

Have lots of celebrations for example: employee anniversary parties, someone getting married, birthdays etc. Always try and get everyone clapping when you have celebrations, standing clapping is even better.

Hug Your People

In Hug Your People Jack Mitchell states “You cannot possibly deliver great service if you don’t treat your own associates right.” And then he sets out how you as a leader can go about doing this by building a niceness culture.
Some simple but sometimes neglected or forgotten things he mentions are:
  • Everyone wants to be appreciated!
  • People are our most important asset.
  • SMILE at your people often!
  • Treat your people like family.
He then gives us his 5 principles to have happy people:
  • NICE
  • TRUST
  • PRIDE
  • INCLUDE
  • RECOGNIZE
Be NICE to them, TRUST them, instill PRIDE in them, INCLUDE them and generously RECOGNIZE them.

Hug Your People: The Proven Way to Hire, Inspire, and Recognize Your Employees and Achieve Remarkable Results

Inner Work Life – The Four Nourishers and How They Lead to Progress

The main way nourishers help inner work life is by making the work more meaningful which is am important element of the progress principle.

When we are about the people we work with we want to succeed for them. When our colleagues become a kind of family to us, work can take on new meaning in our lives which inspires us to go the extra mile for the team which results in greater creativity and productivity.

The Four Major Nourishers are:

1. Respect – How Management acts plays a large part in whether employees feel respected or not. Recognition is the most important of these actions. People feel respected when their efforts are acknowledged. Respect is also shown when managers give employees ideas serious attention. Dealing with people honestly also shows respect. And finally basic civility signifies respect.

2. Encouragement – Encouraging people can nourish their inner work lives in a couple of ways. The enthusiasm of leaders can help to improve employee’s motivation, especially when this enthusiasm includes statements about the importance of the work. Second, when management shows they believe that their people can do a good job.

3. Emotional Support – People feel more connected to others at work when their emotions are validated. Managers can help to alleviate the negative and increase the effect of the positive simply by acknowledging. Managers who empathize can have an even more powerful effect on the inner work life of their team.

4. Affiliation – This occurs when team members are able to develop bonds of trust and appreciation with each other. Leaders can help these bonds develop by providing opportunities for people to spend time face to face with their colleagues and finding ways for them to have fun together.

Importantly it’s not enough for you as the leader to give your team nourishment you also need to establish a culture within the group were team members also nourish each other.

Inner Work Life – The Nourishment Factor – The Power of Interpersonal Support

The third major influence on Inner Work life is the Nourishment Factor along with the Progress Principle and the Catalyst Factor.

You nourish a persons inner work life by recognizing good work, providing encouragement or offering emotional support. You might also engage in conflict resolution, facilitate people getting to know each other or simply let them have some fun.

All of these things lead to team members experiencing positive emotions such as joy, pride and happiness. They then become motivated to contribute to something wonderful. Over time the positive inner work life responses lead to superior performance.

How to Help your people Belong

What can you do to create a strong sense of belonging within your organization?
  • Lead with an inspirational mission and purpose that aligns and creates an emotional connection with all employees.
  • Encode and live by a strong set of values that guide both business and interpersonal behaviors. Emphasize things like respect, collaboration and fun.
  • Set the expectation and train your leaders to be champions of your purpose and exemplars of your values. Teach them how to be open, available and inclusive.
  • Immediately and decisively deal with behavior that is not in line with your values, especially if it occurs with someone in a leadership position.
  • Know and respect all employees as complete individuals with their own personal relationships, interests and challenges.
  • Communicate openly and inclusively, particularly regarding business or organizational issues that have the potential to adversely affect employees.
  • Encourage positive social connection and enjoyment in the workplace.
  • Provide vehicles and opportunities for all employees to have a voice.

Why Belonging is essential to achieve peak performance

Belonging is primal, fundamental to our sense of happiness and well-being.

A sense of social belonging can affect motivation and continued persistence, even on impossible tasks. That is, if you don’t feel like you belong, you are both less motivated and less likely to hang in there in the face of obstacles.

From this it is clear how creating a sense of belonging in your employees can lead to huge improvements in performance that would not have otherwise been possible.

Research conducted by psychologists Geoff MacDonald at the University of Toronto and Mark R. Leary at Duke University found that when we have a sense of belonging, when we feel accepted, welcomed and included, we are more likely to experience positive emotions such as happiness, calm and satisfaction. And, as workers. we are likely to:

  • Be more productive. 
  • Be more helpful to our co-workers without the need for personal gain. 
  • Encourage and support one another. 
  • Work more cooperatively with other teams. 
  • Take fewer sick days or be late to work. 

According to Greg Stewart, Professor of Management and Organizations at the University of Iowa, A sense of belonging and attachment to a group of co-workers is a better motivator for some employees than money.

Instilling  a sense of belonging in your employees is essential to both create the best work environment for your employees that you can and also to enable them to excel.