When you are at work, you behave exactly the same as you do when you get home? Or you have a person whose job is duller, more subdued version of your real self?
Of course, there are certain types of behaviour such as swearing, or nudity, for example, that is not allowed in any place but an inflated version of yourself may not be good for You or Your company.
“Zombies,” as ELISA Steele, Executive Director of the technical firm Jive software refers to such people.
She says that companies that don’t encourage employees to Express themselves at work, and instead try to force them to fit into some corporate clone to do what they are told without question – will lose out.
The staff literally won’t want to stop, and as a result turnover is high, – says Ms. Steele.
In Jive, the firm uses its own software that aims to improve how employees communicate and collaborate on projects internally to help new employees to get settled and feel at home more quickly.
“They feel the culture because they have full access to the entire company on the first day of their inception,” says Ms. Steele.
“What do people do? As corporate communication? The Director-General to date? What are priority projects?”
After the first week, new joiners are required to write a blog about how they found him still, the article is about that, then all employees will be able to read.
“Again and again we hear… I know more about this company in a week – and our clients than I knew in my company, you know, three months,” she says.
How Miss Steele is concerned that allows employees to have access to him and what she does day in and day means that they have a good understanding of what the company itself intends to do, and she says that it helps them to feel more connected.
“These two connections to do the job is really important, and then people are busy, and then the trip more effective and productive workforce,” she says.
The approach of MS Steele’s not so unusual for the industry, which tend to shy away from a defined hierarchy. Perhaps it is also a leadership style that works well in small firms, but it will be harder for large companies to follow.
But increasingly, research shows that the head, which is closer to its employees, acting more like a mentor than a dictator, is the best way to get results.
“For a long time taken the view that the Director-General oversaw everything in the company. Organizations to serve them and not Vice versa,” says Executive coach and author Steve Isakov.
“Today, things have changed. Good bosses are learning to support those around them.”
It marks the beginning of a contrast to the stereotypical image of a distant and dictatorial chief Executive.
Dr. Jim Doty, founder and Director of the Center for compassion and altruism research and education at Stanford University school of medicine, says that shift reflects the growing number of studies suggesting that authoritarian boss creates anxiety and stressed workforce.
He suggests that leading in a more collaborative, collective, and cannot be a solution to a difficult performance crisis, which has seen output per hour will be reduced significantly in most developed countries from the USA to the UK in recent years.
“When you are in the place of threat or fear, the performance is really growing,” he says.
Although studies are limited, those that have been conducted indicate that firms with a more favourable environment, increase efficiency, and also for the firms listed above the exchange price.
“What we now know, thanks to science is that when leaders create organizations, which gives a person a sense of meaning and purpose, that in itself is one of the greatest drivers of the results,” says Dr. Doty.
Ultimately, he says, company leaders must convey to employees that they are not just a cog in the machine, but that “there is interest in who you are, not “we can replace at any time, if you don’t do exactly what we say'”.
The problem is that boards often do not recognize this, and hire a domineering personality, because they believe that is what will drive high performance, says Dr. Doty.
“When the organization really does not understand that exhausted employees are not so productive when they understand that people need breaks when they look at the whole picture in terms of work and personal life, that’s what I think results in the greatest success.”
Sebastian Siematkowski, co-founder and CEO of the Swedish startup klarna, which provides payment systems for online stores, says ideally, the boss should take second place, pushing the staff to solve the problems themselves.
He admits that this approach can break with the staff annoyed at the lack of leadership, but he says that over time will allow people to develop and demonstrate their own special skills.
“If you are very comfortable in the team, and you really trust each other, you can allow each other to take leadership positions on various topics,” says Mr. Semakovskoe. “But it is very difficult to achieve. I know… “
Although this approach can be tough and require those at the top to swallow your ego, it can pay off.
Miss Steele cites the example of one of his clients: the main officer (CIO) of a large firm. The company hired a lot of so-called millenials – those born between 1980 and 1999.
Dit for two years disappointed that they didn’t listen to him how to defend these companies and refuse to recognize their experience and knowledge in this area.
In the end he gave in, agreeing to hear why new employees don’t want to use system software and why they were unhappy.
“And when he did, it opened a whole new world on how companies can perform, and they are incredibly successful,” says Ms. Steele.
This function is based on an interview with CEO coach and author Steve James, and producer of the series Neil Koenig for the BBC BBC CEO Guru series.