As world leaders, climate scientists and eco-experts and activists gather for COP 28 we might also consider that other climate change…the one on our doorstep and over which we have considerably more control and the ability to make positive change more quickly.
The climate in our organisational world is undergoing change. Only a few years ago would we have been focusing on mental health, or on menopause support? Would we have expected to pivot our entire business and its people to working from home? We couldn’t have imagined flexible working, remote jobs or hybrid becoming normalised and here to stay (despite some strong corporate voices urging a full return to the office).
The challenge of this physically detached or semi-detached – from the organisational mothership and colleagues – state is a weakening, or worse, connection and a sense of belonging to something bigger. Even in the most purpose-fuelled organisations its people’s connection with that purpose may be lost.
We have multi-generational workforces and while that’s always been a thing each generation brings a different attitude and different needs to their work. The advance of technology and availability of news and information, whether fake or not, can make the generational divides – in perspective, language, interests – seem wider than ever.
These, and many more ‘climate’ or cultural challenges are part of the leader’s lot day in, day out. Ignoring them is not an option if we want people, our team and the organisation to thrive.
Instead we must focus on building and nurturing relationships, expressing our care, maintaining connections with and between colleagues (however remote). Inviting our team to agree, together, how we will communicate, when we will spend time together virtually and physically, and how we will ensure there are no cracks down which important work can disappear. And we must regularly revisit to check the health and effectiveness of our agreement.
When it comes to multiple generations it’s not about ‘getting down with the kids’ or squashing more youthful enthusiasm and ideas into a ‘one size fits all mould’ of our own image. Instead, by quietly and consistently living the organisation’s values we can send a clear message about expectations and standards for all age groups.
And by encouraging curiosity across our people to enquire into each other’s worldviews, accompanied by deep listening, we will foster greater understanding, a shared frame of reference, more powerful co-working and co-creation, and learning for all.