Elon Musk has provided an interesting perspective, focusing on productivity and achievement without recognising human wellbeing, burnout and how belonging counts so I will observe how his organisations move forward.
I believe we need to challenge the hero status of sleeping in the office and how hard we are working to how good our decisions are and how much of a difference we are making.
COVID has changed us – CEOs are discussing our wellbeing, athletes are talking about recovery for peak performance – and we all recognise the need to work smart – not just working hard.
I believe we need to prioritise alongside our own health and well being, our families and our loved ones.
In The Maslow Foundation, in keeping with the hierarchy of needs and our own values, joy, hope and meaning, we commence meetings with what has given us joy this week. The majority of the time, this has celebrated our wider connections, rarely work tasks – so holidays, new puppies, birthdays and anniversaries, buying a house and simple time spent on beaches, walks or eating together creates our joy, hope and meaning. We have also noticed the sadness of our teams, with deaths of loved ones, illness and sharing frustration or just simply our tiredness. This has been a welcome addition to our meetings so we that we can reach out and help.
At Nurture Health and Care Ltd, our purpose to Nurture You to Nurture Others, has also been built on foundations of psychological safety, ambition, belonging and creativity and through sharing our proud moments and exploring our behaviours with psychological safety, the trend continues, family achievements have meant everything to us, first jobs, GCSE results, more dogs and puppies and a sports day including success in a judo competition have all featured in our lives and given us a shared experience of happiness.
This reminded me of sitting in my grandads shop waiting for customers to be served and therefore vicariously learning about customer service, or going to work with my mum, a Sister on a Care of the Elderly ward and how talking to the older people became a skill set. Many businesses are family run and the rise of the corporate entities has challenged this as a model of safe and effective practice.
Health and Safety, confidentiality and all the rules of work have divided our worlds, with work and home forming compartments rather than being part of our whole selves.
Our connections are a standing agenda item on all our meetings and we look forward in 2023 to bringing our families to work.
Our board meeting was held at a water-ski park and we celebrated with our families alongside setting our priorities for the year.
Our achievements should acknowledge our loved ones who often make sacrifices behind the scenes and offer their expertise or support.
I believe we need to re-imagine our work and bring our families to work.
Watching the success of Richard Branson and many who have lives of accomplishment, they delight in the contribution their families have made acting as sounding boards and forming the safe space for confidence building. Confidentiality is still in place with situations, not names often featuring in our what if scenarios.
Lets stop celebrating an outdated model of working.
The Victorian era and Mr Ford and his production line has created a world where we perceive ourselves as machines who need to run optimally – but humanity means we need to belong, involve our wider loved ones, enjoy creativity and look to imagine new ways of working.
