50.000 years ago, members of a tribe were completely dependent on each other for survival. Outside, all kinds of dangers loomed. Weather conditions, wild animals, and other hostile groups did everything they could to shorten their lives as much as possible.
In addition, everyone living within the tribe was looking for a safe environment. By creating a safe environment, people began to work together and trust one another.
Moreover, I am safe if you stay awake while I sleep, and you are safe if I am awake while you sleep. Safety creates trust; trust in each other creates safety.
Furthermore, within a company, it is no different. If a company provides a safe environment because employees trust their leaders, they will collaborate and trust each other.
Sinek also describes an incident in which an airline employee snaps at a passenger when that passenger tries to check in earlier than allowed.
That is why, when Sinek subsequently says something about this, the employee responds literally: “If I don’t make sure you stick to the rules, I will get into huge trouble with my boss and could be fired.”
As a result, she enforces the rules not because it is really necessary, but because she is afraid of losing her job.
While as a boss you should actually want your employees to apply the rules not according to the letter but according to their intention and to deal with customers in a customer-friendly manner.
Subsequently, in daily practice, hundreds of examples can be found where leaders fail to create safe conditions, and employees consequently no longer trust their leaders, their colleagues, or even their customers.
Take, for example, the major banks, where top executives retain their bonuses despite major scandals or are at least “dismissed” with gigantic severance packages, while employees on the shop floor are being laid off or customers end up in hopeless situations.
In short, and what about the “benefits scandal,” where political leaders and managers of the tax authorities protect each other, and employees on the shop floor strictly follow the rules despite seeing that thousands of citizens are getting into trouble.
For example, no one dares to say anything because they are afraid for their job.
After all, even if the newspapers and the news can't stop talking about the scale of this scandal, and the most dramatic stories flash across the screen daily, no one takes responsibility because there is no safe environment.
Moreover, it is not inconceivable that civil servants, who were well aware that things were not right, chose to consider it safer to strictly follow the rules rather than expose the malpractice and be publicly shamed themselves. The result of a very unsafe environment.
Fortunately, however, there are also examples where things are different. In his presentation, Sinek mentions an American manufacturing company where, during the 2008 crisis, 30% of orders were canceled overnight.
As a result, the company had to cut 10 million. Instead of laying off people, which many companies would do, employees were asked to take four weeks of unpaid leave.
Thus, this leave did not have to be consecutive, and employees were allowed to decide for themselves when to take it. As a result, this company survived this crisis with flying colors.
Ultimately, it was not the measure itself, but primarily the way the CEO communicated the idea, that ensured the plan succeeded and resulted in savings of over 20 million. “It is better that everyone suffers a little bit i.
"As a result, some of us are suffering greatly," was the CEO's message. What happened was that people started working together, made agreements with each other, and those who could handle it better took five weeks of unpaid leave so that those who could handle it less could take three weeks.
Yet another example is a company where, if you are hired, you receive a contract for life and can never be fired because of your performance. If you perform poorly or inadequately, you are helped through coaching or training.
So these two examples show that inspiring leaders never abandon their employees and provide a safe environment that encourages people to collaborate and trust each other.
In fact, we are currently living in very unusual times in which employees are constantly confronted with changing circumstances. They work from home and miss the daily contact with colleagues and their manager. They miss their familiar work environment with all its facilities.
Meanwhile, they work from an environment where their own children suddenly demand attention during their daily activities. They constantly receive information about how poorly some companies are doing and, in an isolated environment, simply have to determine the effects on themselves.
Furthermore, where is that nice conversation by the coffee machine and that pat on the back when you need it so badly?
Moreover, especially now, employees need the reassurance that they are working in a safe environment, an environment where they can expect support when they need it. For managers, this means that right now, they must put their very best foot forward and be there for their people.
Furthermore, it must be made clear that there is a safe environment so that they start trusting each other and working together, especially now.
But how do you do that? I think that, in the first instance, it starts with the mindset of the manager himself.
In other words, are you intrinsically planning to provide your people with that safe environment, and are you willing to do everything possible to ensure that such an environment exists? Sinek cites the example of a commander of a special forces group in a war situation.
Therefore, at the moment it is time to eat, the commander first lets his men eat, only to find that there is nothing left for him. The moment they have to return to the battlefield, his men give him their own food.
Because of this, and if you ask them why they do it, they all answer in the same way: “Because he would have done the same for me.” These men are all willing to take a bullet for someone else because that other person would do the same for them.
Next, managers, if you want to be an inspiring leader, now more than ever let people feel that you are there for them and offer them a safe environment. You will be repaid in trust and collaboration.
The following tips might also help you with that, but it is mainly about your own attitude towards it.
- Have confidence in your people and radiate that;
- Encourage creativity and provide room for criticism;
- Organize remote collaboration, offer help and facilitate;
- Plan a CALL&COFFEE (create social contact);
- Take the lead and set the example;
- Be flexible; Encourage a steady rhythm, know when you are working and when you are available to each other; Let people choose when they work and when they are free, take children into account;
- Be alert to MENTAL HEALTH;
- Stay connected, speak up, ask about things outside of work, people who live alone can be lonely;
- Organize other things, online board games, online boot camp, digital VMB (Friday afternoon drinks).
In short, there will come a moment when we close the current period and return to the new normal, whatever that may be. I am convinced that precisely now, during this period, you can show why your business card says you are a manager. Leadership is not a role, but a quality.
For example, now is the time to show that. Your people need you more than ever.
After all, “A winner is a dreamer who never gives up,” Nelson Mandela once said, a wisdom that no manager should ignore right now and I am that inspiring leader.
Author: Pieter Willemse/trainer-coach Kenneth Smit
By the way, source: Why good leaders make you feel safe | Simon Sinek
Like this: https://www.youtube.com/watch?v=lmyZMtPVodo&t=16s