One of the things that I found was the importance of rest and play, and the willingness to let go of exhaustion as a status symbol and productivity as self-worth.
We don’t know who we are without productivity as a metric of our worth. We don’t know what we enjoy, and we lose track of how tired we are.
What struck me the most is the fact that so few managers and supervisors and teachers and leaders get any instruction on how to give feedback. When I interview H.R. people who spend their days doing exit interviews, over and over the most common criticism they hear [from people leaving their jobs] is, “I never got any feedback.”
I think to create a feedback culture where discomfort is normalized — where there are going to be some uncomfortable conversations but they’re going to be done respectfully and wholeheartedly, with the aim to move the mission of our work forward and to move your personal goals forward — that is the heart of engagement.
People felt fundamentally ignored because they weren’t receiving feedback. And when they did, it was corrective. It was fast and not meaningful, and it was blaming.
In the end, people just want to be
seen and
heard and
valued. And they want to be
inspired by leaders who engage in the behaviors they ask everyone to engage in. I think it’s that
simple and that
complicated.
[from
here]