Get Connected, Then Lead (Sense of belonging) -- Published on The Himalayan Times (Perspectives) May 4, 2014 Sunday

Get Connected, Then Lead (Sense of belonging)

BHUWAN R CHATAUT

KATHMANDU: Couple of months ago, I was invited to a brick factory run by my cousin in Dhangadhi. I enjoyed the place and was delighted to learn about his two decades long experience and operation of his firm. I also visited several factories there and one of them grabbed my attention the most as it was one of the leading factories among 90 such firms in the far west. It had around three hundred employees including contract and contingent workforce and interestingly, most of them lived nearby the site to dedicate their energy and effort from early morning to late night. I was filled with curiosity to know – “What made them put their life at work? What was the reason behind their work-life integration? What caused them to exhibit such pattern of behaviour?” The secret was the harmonious connection and climate of trust between workforce and the owner-manager. It indicates that warmth rather than technical competence works better to influence behaviour. However, technical competence is inevitable to get the job done. To be included or affiliated is human nature. It does not matter whether a person is rich or poor, educated or ignorant, young or old, supervisor or subordinate; everyone seeks to feel a sense of belonging and wants to be associated. Similarly, everyone has a desire to be understood, one simply likes to be heard and seen. People would participate enthusiastically in the presence of somebody at the work place who cares, listens and understands them. Self-awareness, self-management, the art of listening and empathy strengthen the bonding with people and these skills empower the person’s leadership capabilities.Once we understand the human psychology of the need to affiliate and the desire to be understood, it builds a path for harmonious connection. And such connections produce multiplier effect on productivity and innovation. Creating trust demands openness and fairness as well as consistency and truthfulness in action. Also, sharing feelings, maintaining confidence and fulfilling promises are a few crucial things that a leader needs to practice to enrich the context of trust as it also fosters connection. Inspiring vision and passion shown by leaders trigger similar emotions in their employees. Leaders need to consciously and consistently proceed as if they are in the shoes of the people they are leading. I recall a line by Dr Milton H Erickson, “You meet people at their own level, just as you don't discuss philosophy with a baby learning to talk ... you make noises at the baby.”