Buatkan resume dari paragraf ini dong The social self Charles heads the marketing function of a major retail chain. He’s overseeing a lot of change in the way h
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The social self
Charles heads the marketing function of a major retail chain. He’s overseeing a lot of change in the way his team works, as they take advantage of new technology. “Marketing is evolving fast,” he says. “Traditional marketing requires creativity.” He adds, “Modern marketing still requires that, but we now get to benefit from new analytical tools that allow us to track return on investment of our marketing campaigns. And that data crunching requires quite a different type of skillset—much more quantitative.” That means he’s had to hire new types of people in the marketing department, alongside existing staff.
It sounds like nothing but upside for the marketing team. As Charles says, “it’s fantastic to be able to combine the best of both skillsets.” So what’s the challenge? “Whenever you have a very new group of people joining an existing team, you’ve got to pay real attention to motivation,” Charles warns. The reason for this lies deep in our highly social brains. Of all threats, social slights are especially high on the list of things against which our brains seek to defend us. This social sensitivity probably helped keep us safe when tribal belonging determined whether we’d survive the dangers of the prehistoric savannah—but in the workplace, it means leaders have to meet three main types of deep social needs if they want their colleagues to thrive:
Inclusion: “Do I belong?” In Charles’s case, existing staff may be worried that they’re going to be excluded from the exciting new work. The newbies, meanwhile, will be wondering whether they truly fit in.
Respect: “Do people recognize the value I bring?” Everyone on the team wants to feel that their efforts are useful and appreciated.
Fairness: “Am I being treated just like everyone else—or do I at least understand the reason that things are the way they are?”
If the answer to any of those questions is “no,” people’s brains can quickly go into defensive mode—which, as we learned earlier, is a sure recipe for dysfunctional behavior. Indeed, Charles said “people were clearly feeling anxious and nervous. As a result, they started complaining about things they’ve never complained about before—making snide comments or questioning things that they saw as scope creep or turf invasion. People here are generally polite and friendly, and passionate about their work. So they weren’t hostile. Just unsettled.”
To boost feelings of inclusion, Charles deliberately created opportunities for both groups of staff to get to know each other and later collaborate in cross-functional teams to work on new product innovation. In addition to emphasizing these shared wins from teamwork, Charles also takes the time to make everyone feel respected for their individual contribution. “You have to make sure to give people ‘spotlight moments.’ I look for opportunities to get them in front of the management team. I hate it when someone works on a presentation and then their boss delivers it. If people have done the work, they present it.”
Finally, he’s transparent about the rationale behind his decisions. As he explains, “it’s a great investment in minimizing suspicion and defensiveness later on.” In doing so, he personally takes time to balance his time between the creatives and the technical folks, and if someone’s giving up some responsibilities to one of the new hires, he says, “I make sure to explain why that’s happening and emphasize the opportunities they will have to do new stuff in other areas—often areas that they’re better at and enjoy more.”
As a result, Charles says, “both sides are learning and growing by being exposed to each other.” It’s not something he sees as a one-off effort, either. “The company never stops changing. The people who are currently ‘new’ will become the ‘old guard’ and then there will be a new generation of skills needed.” After all, he says, “this sort of attention to the social dimension is important in any industry where systemic change is happening.”
The social self
Charles heads the marketing function of a major retail chain. He’s overseeing a lot of change in the way his team works, as they take advantage of new technology. “Marketing is evolving fast,” he says. “Traditional marketing requires creativity.” He adds, “Modern marketing still requires that, but we now get to benefit from new analytical tools that allow us to track return on investment of our marketing campaigns. And that data crunching requires quite a different type of skillset—much more quantitative.” That means he’s had to hire new types of people in the marketing department, alongside existing staff.
It sounds like nothing but upside for the marketing team. As Charles says, “it’s fantastic to be able to combine the best of both skillsets.” So what’s the challenge? “Whenever you have a very new group of people joining an existing team, you’ve got to pay real attention to motivation,” Charles warns. The reason for this lies deep in our highly social brains. Of all threats, social slights are especially high on the list of things against which our brains seek to defend us. This social sensitivity probably helped keep us safe when tribal belonging determined whether we’d survive the dangers of the prehistoric savannah—but in the workplace, it means leaders have to meet three main types of deep social needs if they want their colleagues to thrive:
Inclusion: “Do I belong?” In Charles’s case, existing staff may be worried that they’re going to be excluded from the exciting new work. The newbies, meanwhile, will be wondering whether they truly fit in.
Respect: “Do people recognize the value I bring?” Everyone on the team wants to feel that their efforts are useful and appreciated.
Fairness: “Am I being treated just like everyone else—or do I at least understand the reason that things are the way they are?”
If the answer to any of those questions is “no,” people’s brains can quickly go into defensive mode—which, as we learned earlier, is a sure recipe for dysfunctional behavior. Indeed, Charles said “people were clearly feeling anxious and nervous. As a result, they started complaining about things they’ve never complained about before—making snide comments or questioning things that they saw as scope creep or turf invasion. People here are generally polite and friendly, and passionate about their work. So they weren’t hostile. Just unsettled.”
To boost feelings of inclusion, Charles deliberately created opportunities for both groups of staff to get to know each other and later collaborate in cross-functional teams to work on new product innovation. In addition to emphasizing these shared wins from teamwork, Charles also takes the time to make everyone feel respected for their individual contribution. “You have to make sure to give people ‘spotlight moments.’ I look for opportunities to get them in front of the management team. I hate it when someone works on a presentation and then their boss delivers it. If people have done the work, they present it.”
Finally, he’s transparent about the rationale behind his decisions. As he explains, “it’s a great investment in minimizing suspicion and defensiveness later on.” In doing so, he personally takes time to balance his time between the creatives and the technical folks, and if someone’s giving up some responsibilities to one of the new hires, he says, “I make sure to explain why that’s happening and emphasize the opportunities they will have to do new stuff in other areas—often areas that they’re better at and enjoy more.”
As a result, Charles says, “both sides are learning and growing by being exposed to each other.” It’s not something he sees as a one-off effort, either. “The company never stops changing. The people who are currently ‘new’ will become the ‘old guard’ and then there will be a new generation of skills needed.” After all, he says, “this sort of attention to the social dimension is important in any industry where systemic change is happening.”
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to him and his friends because Charles says both sides are learning