"We need to be Acknowledged..."
"It is good when they (managers) are close to the workers and see and show a real interest in what we do. It means we are acknowledged and not a number."
Employees tend to see managers as 'part of us' and feel that we're 'in it together' at work. we favour flat management structures and open communication. This can be a problem in a crisis when fast reaction is needed and there's no time to consult or seek a consensus.
"There is no status from positions of authority: it's more on what you have achieved."
There's a big emphasis on teams - to the point where there's talk of the whole enterprise as being one big team. Teams are seen to improve idenitity with the organisation, and team targets, team achievements and team celebrations are all expected behaviours.
"People see themselves as a team, but when it comes to execution, it's lots of little teams."
- We like to feel we belong
We like to work as an enterprise where there is a strong sense of community and belonging, where personal values are expressed and affirmed, and where we can talk to and learn from anyone irrespective of status. A potential downside, however, is that people who might not fit in easily can become frustrated.
"There is some magic here - it's a sence of belonging in a family."
- We need to be noticed, but don't like to be singled out for attention
We need to be acknowledged, recognised and rewarded. Failure to notice and reward effort can breed resentments - which can become entrenched between groups of staff or management and staff.
We like low-key, low-visibility - but genuine - recognition. we don't like to be made a fuss of.
So attention needs to be appropriate, and rewards concrete.
"We are a bit blokey about success: humble, don't single people out. We can do better in acknowledging contributions, but there is a risk in diluting the team idenitity. We spread the ownership of an idea, but the is still the need to feel good about having done something special."
- We want to be consulted and kept informed
We want to be genuinely consulted - and feel empowered when we are. When we aren't it's taken as a signal that our contribution is not valued. Being seen to be fair, to listern to and act on concerns and advice of staff, and to invest in staff development are all important.
"A lot of improvements come from the team. We try to engage our people to poen up and speak their minds."
Good communication by the senior management of the values, goals and performance of the enterprise is appreciated. A lack of clarity around purpose, direction and roles seems to dissipate energy. Failure to communicate leads quickly to resentment and mistrust.
"The company has delivered some very strong strategic themes and are very clear about how they want to run the business. These themes get developed and adapted by the guys as you go down."