Our Attitude shapes our Behaviour which impacts our Culture.
Are you acknowledging and rewarding the right attitudes and behaviours to build an Emotionally Intelligent attitude? What gets measured and acknowledged in your organisation gets repeated. When we acknowledge and reward the right attitude and behaviour, we build a corporate culture which incorporates these elements. How do we act, what attitudes do we hold and what behaviours do we habitually produce in our organisation? This shapes the work environment and either hinders or drives success.
Our attitude is the driving force behind our achievements, accomplishments and successes. Our attitude can be shaped by acknowledgement, reward and environment. Focusing on outcomes alone can lead to poor attitudes and behaviours. It matters how we get there when creating the environment within our organisations.
6 Emotionally Intelligent attitudes that lead to positive behaviour and build an engaged, positive work environment:
1. A service focus.
A key element of engagement and an intrinsic motivator is our sense of belonging and the belief that what we do matters. This is accomplished most effectively when we are part of a team. We can achieve far more together than we can on our own. Great leaders focus on providing the tools and training; they also build a culture that helps their employees do their jobs better. Additionally, great leaders work on aligning employees’ own goals and development with the organisation’s goals and development. Great organisations build Emotionally Intelligent teams; they know that these engaged and supported teams ultimately best serve their customers’ interests and those of their business. Employees with a self-centred “me” focus ultimately don’t care about the customer or the business. Service teams like to share knowledge and skills. They don’t hoard their knowledge and understand that when they spread it, they build a stronger organisation and make their lives easier. When all members of a team share what they know the team can make exponential leaps in effectiveness.
2. Humility and flexibility.
Just because it has worked in the past doesn’t mean it will work now. Arrogant people think they know everything and are often inflexible to change. An attitude of humility sees each opportunity as new and makes less assumptions. Humble people are always learning and tend to be more flexible when change happens. Humility is a characteristic of Level 5 leaders (Jim Collins – “Good to Great”); they ask questions, they ask for help and they share credit. All success, no matter how individual it may seem, ultimately relies on the effort or knowledge of others. Technology, markets and innovation change at rapid rate in high-growth organisations and inflexible people tend to struggle with too much change. Flexible employees with humility tend to be more capable of and willing to change.
3. Action orientated.
Planning is important, but too many organisations have shelves filled with strategies that will never be implemented. The best strategies require action. We can’t know every variable, but at some point we need to act. Procrastination and perfectionism debilitate action. Success starts with strategy but requires action to achieve success. After execution make sure you continually adapt, revise and refine your strategy, but take steps to make it happen or it will end up on your shelf.
Real leadership isn’t just about today. Real leaders think short, medium and long term. They look to inspire, motivate and engage people to build sustainability and capacity for the future. Real leadership is not just about authority but about inspiration and engagement; the type of people you follow not because you have to, but because you want to. Building that level of respect and trust takes time. Employees with a positive (and optimistic) mindset add energy to a situation, meeting or business; those with a negative (or pessimistic) mindset drain energy. Seek the opportunities in each situation rather than the obstacles. A positive and optimistic mindset is also infectious.
5. Volunteer attitude.
The best employees are natural volunteers, they go beyond roles and pitch in where needed. They seek responsibility before responsibility is delegated. They tend to volunteer to help as they see the value of for example training or mentoring new employees. They offer to help people who need help–and even those who don’t. Volunteering is proactive, and proactive people don’t wait to be told what to do. They’re already doing it.
Self-aware people understand who they are, what drives them and what motivates them. This awareness helps them understand the people around them and improves interpersonal relationship skills. Self-aware people tend to have more empathy and as such have more understanding of the weaknesses of others. Self-aware leaders tend to help others overcome weakness rather than judging them because of it as they have overcome their own weaknesses. They tend to lead with more empathy, compassion and kindness as they know how it feels to be ignored or treated with disdain. Self-aware people help grow the team, or solve problems within the team, organisation or with the customer–they don’t limit their growth to only personal growth.
Creating an Emotionally Intelligent work environment starts with rewarding the behaviour and attitudes you want repeated.
The ABC’s of creating an Emotionally Intelligent culture
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