Matter at Work (Mw) is one of the elements that make up the People and Culture at Work Domain of the Uptime® Elements Framework, where leaders can find a series of recommendations to promote communication in their work teams, including nonverbal communication, setting behavioral goals, supporting improvement, and how to avoid burnout and hostile behavior in the workplace.
All human beings want to be recognized. Personal value and the concept we have of ourselves are formed from an early age and are intrinsically linked to what others think of us. In childhood, the self takes shape, nourished by the information it receives from its environment. If the information is positive and loving, the child is likely to become an adult with healthy self-esteem.
Although at some point in our development we mature to the point of becoming our own benchmarks for success and self-esteem, regardless of the opinions of those around us, it is no less true that we all like to feel appreciated and respected. Workplaces are no different in this regard: we all like to feel that our work matters.
The Uptime® Elements Framework has developed an element, included in the People and Culture at Work Domain, called Matter at Work (Mw). This section explains the type of skills that team leaders, and especially Reliability Leaders, must develop to achieve harmonious and committed teams, taking into account human needs and motivation, nonverbal communication and body language, values, and how to help employees step outside their comfort zone. When applied, this set of skills will result in more committed employees, successful teams, and workers who feel motivated because they feel that they are important in their work.
Direct communication and nonverbal language: everything a gesture can say
Human relationships are a vast field that science, and especially psychology, has studied. Communication and interpersonal relationships are composed of layers of complexity that are not always easy to unravel. Beyond verbal communication lies the enormous realm of nonverbal communication, which accounts for approximately 93% of the information we convey.
Albert Mehrabian, a researcher in body language, created what is known as “The Mehrabian’s rule” or the 7-38-55 rule, according to which the impact of a message is divided as follows:
55%
body language, gestures, posture, eye contact, etc.
38%
paraverbal message, tone of voice, volume, accent, rhythm, cadence
7%
verbal message, consisting of words
One might think that this rule, which is based on the transmission of a message with a high emotional and feeling content, would not apply in spaces such as industrial plants, data companies, or online manufacturing companies. But the truth is that human beings communicate constantly, and even in a professional context, emotional nuances, preferences, psychological characteristics, and individual personalities will be present and form part of the message and communication, because they are inherent to human beings.
“The challenge for leaders is that nonverbal communication is much more difficult to control than the spoken word and will destroy the credibility of the message if it does not match what is said.” -Mw, People and Culture at Work Passport.
It is important for leaders to know the deepest values of their employees and subordinates in order to establish the behavior and norms under which work teams should interact with each other. This allows for control over the quality of communication and the message, clarity about the objectives to be achieved, and the type of environment that is necessary to make everyone feel integrated and respected.
It is also possible to create positive inclinations among team members to engage in group activities such as birthday celebrations or meetings, hold videoconferences with cameras on to convey positive and inclusive nonverbal information, among other techniques.
Consistency, respect, and personal development
An important aspect is the consistency of the message between what the leader or organization says and what is done. Any message of positivity and recognition will lose value if leaders allow their subordinates to suffer stress or burnout due to overwork or having to perform tasks beyond their remit. A climate of respect is achieved through concrete actions; it is these clear positions that make everyone want to commit to the success of the organization, as each person understands their role and the value of their contributions.
In addition to respect, recognition, and an underlying understanding of what is and is not tolerable within the organization, leaders must also encourage their team members to advance their professional development, encouraging them to leave their comfort zone and enter a zone of new knowledge and skill development. This type of support and encouragement increases employee commitment and identification with their company, in addition to all the added value this brings to the organization.
In this sense, certifications and courses are resources that leaders should consider consolidating their team and achieving exceptional results.
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