It’s a dilemma. On the one hand, today’s buzzing, multifaceted working environments challenge employees more than ever before. On the other, these same working environments are often also overwhelming and stressful. Sometimes it seems like success means mania—but this doesn’t have to be the case. More and more frequently, experts urge offices to focus not on performance but on growth.
Performance cultures create “winners” and “losers,” with no ground in-between. In contrast, says The Harvard Business Review, growth cultures help workers build capacity through working as a team, acknowledging shortcomings instead of acting them out, and conserving energy to create external value.This approach, based on the work of Robert Kegan and Lisa Lahey, focuses on safe environments, top-down vulnerability, continuous learning, manageable experiments, and continuous feedback. In such offices, failures are not met with immediate punishment but seen as opportunities for growth.
Implementing these ideas takes time and patience, but in the end, they can lead to unprecedented success and ever-broader horizons.
By Bill Olsen
Originally published by www.UBABenefits.com
