Once upon a time, we might have been able to say that our responsibility for developing the people who worked for us stopped at the professional level. But as the workplace has become defined not by what we do between 9-5 in an office, but what we do everywhere, at anytime, I think this is absolutely true:
You may be asking yourself, “Is it really my job as a manager to focus on people’s resilience? To encourage them to practice mindfulness?” According to recent research published by Gallup, the view that employees should leave their personal lives at home “might sound sensible, but it’s totally unrealistic.” Gallup analysis shows that “our well-being has an impact on the people we work with, and on the people who work for us.” Managers, therefore, really do need to focus on what Monika Broecker, founder of the Center for Personal Growth, describes as “upgrading mental and emotional capabilities.”
Our work lives and personal lives are blurred to such a degree now that it’s almost impossible to tell them apart. I was having dinner with some colleagues the other day and 3 of the 4 people at the table met their spouse at work, because, of course, that’s where we spend the most time and meet the most people. The idea that work is work, and personal stuff should stay away from work, is just silly in this age of “always-available” communication. Therefore, the personal struggles on employees, and coworkers, will impact their work too.
It’s inevitable, and good managers have plans in place to deal with it, and to help.
Bad managers, don’t, and will be useless to their employees.