The Human Advantage

“We must mend what has been torn apart, make justice imaginable again in a world so obviously unjust, give happiness a meaning once more”. Albert Camus wrote in reflecting on strength of character in turbulent times as WW2 engulfed Europe.

Since the outbreak of COVID-19, we have all had to draw on our inner strength, to manage through unprecedented circumstances and find new ways of working and living, some also dealing with the tragic loss of loved ones.

We have seen over recent months what can be achieved with motivation, drive, and collaboration. We have also witnessed how fragile and precious life is. For many people there has been time for reflection, stripped of distractions and time to focus on what is important. Not only have we had to navigate unchartered waters, the recent pandemic has once again thrown purpose and meaning into the forefront of our thinking.

Before now there was a sense that the workplace was beginning to change, millennials have been demanding something different with a quest to do things “their way” not wanting to fit into typical corporate structures. Flexibility increasingly desired by people looking to balance family commitments or pursue interests outside of the office was starting to be recognised. Corporate organisations focussed on the bottom line had started to wake up that things needed to change. Overnight, this change accelerated at a pace that we could not have imagined.

Within a few weeks, pretty much everyone, on a global basis retreated into their homes as COVID-19 took hold. Traffic stopped, pollution disappeared, and we started to see a side of people that we had never done before. Video calls done from the corner of a room, children and dogs making regular appearances and for me, often giving a tour of the house as I sought out the best wi-fi connection!

We have seen glimpses of human life at work like never before.

We know that cost of staff turnover is high, the cost of underperformance is high. In December 2015, the Harvard Business Review cited a large and growing body of research that a positive environment will lead to dramatic benefits for employers, employees, and the bottom line. Yet through my coaching work and research it is evident that for many there remains a constant tension between the human at home and the human at work. In their book Neuropsychology for Coaches, Paul and Virginia Brown cite that so often, the imperatives of “the organisation” wreck the human qualities and capacities upon which the best organisations pride themselves and through which they thrive.

During the recent pandemic, we have had a unique opportunity to witness who people really are. We have seen leaders at their most vulnerable, willing to say, “I don’t know” and show that they care. Conversations starting with “how are you today?” and really meaning it. These are truly human qualities that have been allowed to shine through in our new normal.

I believe that now, more than ever, we have a unique opportunity to grow out of this pandemic and make these behaviours and practice part of the new way of working. Carol Dweck, the Stamford psychologist, talks about Growth Mindset, and one that is often adopted in coaching practice. Her work grounded in rigorous research explains how qualities can be cultivated with practice. Developing learning qualities enables individuals to reach a higher level of achievement, but also gives them a greater sense of free will.

Before the pandemic, we increasingly heard of straplines “bring your whole-self to work”, moving to work-life blend, rather than work-life balance. Ultimately these touch on the human elements to fit into the workplace.

But what if we start with who the person truly is, and then understand how we can align their personal mission, their core values, with corporate objectives?

Transformational coaching is about being curious and to illuminate the human inside of you. Since training as a coach, I have witnessed first-hand the power that coaching has to offer. I am aware of how the skills I have learnt as a coach have had a direct and positive impact on who I am at work and my ability to manage conversations on multiple levels.

My belief is that these coaching principles have a much wider application in the corporate context than is evident today. By embracing theories of what coaching has to offer and applying a commercial lens my hope is that we can move towards a world where the human is encouraged to flourish and one that will ultimately result in a more sustainable and successful business outcome.

Now is the time to capitalise on The Human Advantage: for a happier, more productive, and sustainable workforce. The human element is essential for organisations to thrive in tomorrow’s corporate world and it can no longer be ignored.