People-first workforce cultures start at the top
Our nation is still feeling the effects of the record-breaking workplace exodus dubbed the Great Resignation.
While dissatisfaction with pay may seem like the common denominator of why people left their jobs, research indicates a toxic work culture is the more likely culprit. A 2022 study from the MIT Sloan Management Review found work culture is 10 times more important than pay when predicting turnover, followed by factors such as job insecurity, lack of recognition and an inadequate response to COVID-19.
While we can’t control certain variables — COVID-19, we’re looking at you! — leaders can take steps to curtail the workplace exodus by creating a people-first culture, one in which people are valued over profit; an environment in which our employees are engaged, respected and empowered.
As noted in “Culture Works: How to Create Happiness in the Workplace,” studies show culture-driven organizations experience 22 percent higher productivity, 41 percent lower absenteeism and 30 percent stronger customer satisfaction.
In our decades of military service, we’ve noticed several factors shared by people-first leaders we refer to as the “6 C’s.”
Contemplate your why: What is your “why” or your true north? People-first leaders take time to self-reflect and help their team members discover how their “why” aligns with the mission. Once they discover their “why,” people will be pursuing their passion, not just a job.
Communicate to empower: Share your organization’s mission, vision and goals with team members so they are equipped with top-line messaging and feel empowered. People need to feel valued, included and appreciated.
Consider work-life balance: People-first leaders support better harmony between work and life. They also lead by example by prioritizing better balance. If you share how you deal with life’s stressors, your team members will feel better about doing the same.
Connect with others: People-first leaders take steps to build a sense of community and shared purpose. It doesn’t take much time or effort to walk around and visit with your team or send an email to show you are engaged and care. Are you building stronger support networks while you accomplish your mission?
Celebrate success: At our leadership huddles in the Csuite, we build in time for recognition. It’s typically a command coin or certificate, but the recognition means the world to recipients. Make sure you take time to recognize hard work and success.
Cultivate diversity: According to research, a key contributor to a toxic culture is failure to promote diversity, equity and inclusion. The problem set may be the same, but there are multiple paths to get after a solution. Diverse outlooks help us look at situations in different and often better ways.
It’s clear that leading with a people-first mentality is needed to address the Great Resignation. We all want to feel valued, included and fulfilled at work. As research indicates, we may value a high-paying job, but there’s a limit to the cost we’re willing to pay.
Army Brig. Gen. Deydre S. Teyhen is the commanding general at Brooke Army Medical Center and the 20th Chief of the U.S. Army Medical Specialist Corps. Elaine Sanchez, an Air Force veteran and civil service employee, is the chief of the communications division at Brooke Army Medical Center.