One in five workers are ready to change companies, according to a PwC study entitled Hopes and fears of the global workforce and performed in 44 countries. The main motivation is the search for “fair” compensation. However, after the expression of this priority, employees in search of “meaning”, an emotional territory composed of motivation, recognition and a good working environment.
The unmet expectation of a salary commensurate with the abilities and performance that each person feels they deserve indicates in many cases a dissatisfaction that goes beyond financial compensation. In fact, in most surveys in the United States and Canada of what has been called “the great resignation” (“the great resignation”), the most cited cause is the “feeling of exhaustion”, the well-known Burnout in English.
It could be said that the generation of this internal fire usually occurs due to an imbalance in the distribution of tasks and responsibilities that overloads the employee with unrealistic obligations to ensure his productivity and quality of working life, as well as in due to a lack of recognition and listening to higher positions based on demand and lack of empathy towards their team.
[La ‘gran renuncia’ llega a España]
The new generations are not willing to work for low wages or to feel the fire of dissatisfaction or to provide their services in a space that is dressed only in the garb of economic profitability. millennials and Generation Z are looking for jobs that have adequate pay, make them feel “at home” (flexibility, open offices, healthy work environment, diverse teams…) and have a positive impact beyond shareholders’ pockets. And even if it is not easy to get out of inertia, the workers of previous generations are also learning to live and work instead of working to live.
“The new generations are not willing to work for unworthy wages”
In short, post-pandemic workers want balance. Leaders must create the conditions for such a balance between the objectives of the company and the expectations of the possible person in a collective and diversified environment. Salary policies aside, the leader’s main responsibility is for the physical, mental and emotional health of the teams.
Mental health is, according to the World Health Organization (WHO), “”the state of well-being in which each individual is aware of their own potential, can cope with the normal stresses of life, can work productively and successfully, and are able to contribute to their community“.
Disorders of the mind range from the very common anxiety to depression. The latter is a more common disease than you might think, because the WHO estimates that it affects 3.8% of the world’s population. In Spain, depression is the cause of many suicides, which are the leading cause of death among young people. However, in business, this epidemic has remained silent.
It is common to meet people who are dissatisfied and dissatisfied with their work, either due to salary problems, a lack of recognition, motivation or listening, or due to an excessive workload, among others. It is not easy to identify the causes that induce the discomfort of a worker because it requires deep conversations and with an appropriate method which rarely occurs. In the company, production and immediacy take precedence; and with precipitation, the perception of feelings is lost.
The leader of a team must not lose sight of the results, which are the most recognizable expression of his achievements. However, success needs a more inclusive version. A change of mentality is necessary which allows us to overcome the dilemma “success or well-being” and adopt the new paradigm of “success and well-being”. In this line, the leader must realize that if he does not have well-being, he will not be able to provide it to his team and that mental health is essential to achieve well-being.
Leaders need to be aware of the importance of creating psychologically safe environments in which people can show themselves and maximize their potential. They should talk about the importance of mental health by opening a space for the team to share their thoughts, reduce the stigma that still hangs around these disorders, foster compassion at work and promote self-reflection and personal care. .
“Leaders must be aware of the importance of creating environments of psychological safety”
It’s about deploying empathy to the fullest, really putting people first. It requires being kind and compassionate, sincerely caring about others, and putting yourself in the other person’s shoes.
Trusting and caring for team members is not only essential for their emotional well-being, but also for organization productivity. If leaders trust and take care of what is important to their team members, they will take care of what is important to the leader. In fact, being considerate and caring about people is the best way to deal with change or crisis.
Leaders must work the culture throughl goal and help team members connect their personal purpose with that of the organization so that they find value in what they do. They must focus on the strengths of each, discover their uniqueness and find the formula to put them at the service of the team.
as the author says Adam Grant, “Toxic work exhausts you. Decent work sustains you. Healthy work invigorates you.” Leaders can do a lot to ensure that team members feel that their daily contributions are meaningful to them and that they unfold their full potential with the certainty that the future will be better. The current leader creates well-being in the present to ensure the results of the future.
Sandra Velasco, Director of Immunology at Novartis.
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