A New Managerial Humanism

The corporate world, let’s face it, is obsessed with performance, it looks to success as the only metric of identity and to sacrifice (often that of others) as the only way to achieve it.

In over 40 years of corporate activity (internally and as a consultant) I have encountered moments of authentic intolerance towards behaviors of real indifference, if not downright cynicism, towards the needs of the company population. Too often I have encountered a lack of will to enhance an organizational approach that is attentive to the needs of male and female workers and the improvement of their well-being.

The question I always asked myself was: why does one have to “suffer” (or make people suffer) at work?

Wouldn’t a more relaxed, fun, respectful corporate climate that respects everyone’s needs be healthier?

What is the use of a hyper-egoic boss, who has a decidedly low level of listening, firmly believes only in his ideas, and, above all, uses a perpetually aggressive communication style? Or the one who always manages to dodge a collaborative approach with the staff before making their decisions? The aggressive climate, as emerges from numerous studies, has become, among other things, a determining factor in the desire of employees to leave the company and find work alternatives.

I firmly believe that the idea of reviewing the way of working is not a far-fetched one, that another way of doing business and being a leader exists, that work can become a means and no longer an end, and that listening and understanding others can more easily lead to success.

The real crux of the matter is that work is part of the identity of a person and, therefore, it is no longer possible to stop at a “contractual” exchange, but it is necessary to offer an existential dimension that goes beyond earnings, which resonates harmoniously between the supply of a corporate purpose and the demand for a life project.

Each of us represents a universe unto ourselves, possessing an inner richness that must be understood, exploited, and shared.

In reality, talents, abilities, and interests rarely emerge in the dynamics of work environments, where weight is given above all to the role, when, instead, intellectual relationships and interpersonal relationships are the most stimulating ones to create a collaborative, effective, stimulating, productive and, above all, sense of belonging.

The workplace should offer new, less rigid, and more favorable perceptions for improving the general organizational climate.

A good manager must certainly fulfill his role, but nothing prevents him from doing so (or rather, he should do so) by also putting people’s sensitivity at the center of his actions. The centrality of treating collaborators and colleagues well is a fundamental resource that continuously grows only if fueled by factors such as kindness, courtesy, correctness, and professional ethics, triggering virtuous circles on these values and behaviors.

In fact, it is people who bring projects to fruition. The wisdom of the manager must be able to recognize collaborators as individuals with unique talents and values and be aware that the human component is the first factor capable of determining the success or failure of a project.

Bringing people to the center of attention is also a lever for increasing performance, and company results, and a source of competitive advantage, more sustainable than a price positioning or particular qualities of a product or service, which are often discussed by the board of directors!!

But ultimately, what does it mean in practice for a manager to behave more humanely?

Being human means demonstrating, without reservations, that you have the fears that everyone can have, perhaps by showing that you want to face them together with your collaborators; to have the problems that everyone has, but to have the courage to overcome them, or at least to have the determination to do it. To know how to ask for help, and to be available to learn also from your collaborators. It means managing to excite and involve, not fight with the impulse of being perfect.

Admitting your limits is the key to everything, it is a sign of courage and ability to collaborate. A human leader knows that one becomes respected when he/she becomes able even to admit own mistakes.

And then, should not be missing a sense of humor, which is essential to survive the difficult moments and to not take him/herself too seriously.

But for all this, it needs a solid foundation of values from which to start!

I hope that some readers want to express their thoughts or tell their experience

Thank You!