Support and Treatment Through The Uncertain

There is a common adage about engaging with others; treat people how you yourself would like to be treated.

But how about, treat people the way THEY want to be treated?

During the COVID-19 crisis, individuals and groups emerged proactively to support their families and communities in whichever way they could. Often strangers from different walks of life started working together spontaneously with a common purpose. A strong part of this was an instinctive “needs analysis” for more vulnerable members of the community, particularly those in strict isolation. Action plans were tailored to deliver against these needs. And typically, these plans were built around respecting people’s dignity. And their need to be wanted and included, not just practical support.

The people who work for us all have different needs, personalities, motivations, and goals. The way we experience the world is unique to us. But everyone wants to be respected and to have agency in our lives.

Great leaders are inclusive leaders who leverage diversity of thought and value talents, experiences, and identities of employees. They need to be committed, collaborative, curious, aware of bias, adaptable, and courageous.

As leaders engaging with our teams, can we do better to understand the needs and motivations of all our employees, and broaden our engagement beyond our own lived experience?