(Remember, such a frank exchange requires trust: you can’t penalize employees for admitting that there is something in their lives besides work.) Use that information to create a blueprint for achieving business success and employees’ fulfillment at the same time. At the same time, encourage employees to identify their concerns and goals outside the office.
The game of life 1998 how to#
Focus on outcomes, not process: be explicit about your unit’s priorities and your expectations for employees’ performance, but give employees great autonomy over how to achieve the goals you’ve laid out.
How can you help employees find personal fulfillment in ways that advance organizational goals? By applying three mutually reinforcing strategies:ġ. Managers are discovering that when they treat the work life and the personal life as complementary priorities instead of competing ones, employees respond with greater effort and loyalty.
This separation was often so complete that managers had only vague notions about employees’ outside interests and commitments.īut the unprecedented need for committed workers is leading companies to rethink the traditional assumptions. Or at least, that was the fear that drove many managers to insist on a strict separation between workers’ job responsibilities and the other demands on their time.
In the old work-life paradigm, improvements in the quality of employees’ personal lives came at the expense of their work performance, and vice versa.
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