How does an employee's Self-Esteem impact the employee's interactions, relationships, and performance in the workplace?
Think about the following:
From the moment we walk into the workplace, until the moment we leave, we have numerous experiences. Some are positive and we like them. Some experiences are negative that we find challenging. How we respond to these periodic challenges will determine our success. And how we respond is a function of our 'Internal' Self-Esteem.
The quality of interactions we have in the workplace comes into play in every skill area such as Coaching, Mentoring, Giving Feedback, Delegation, Leadership, Addressing Conflict, and more. And once again the quality of our interactions is influenced by our Self-Esteem.
Any work environment with goals, timelines, and the need to work interdependently with others can indeed be challenging for most employees. Having to go work day in and day out in a work environment perceived as challenging in a negative way can create stress and frustration. Chronic stress and frustration takes a toll on your mental and physiological wellbeing.
If addressed correctly, employees can not just survive, but thrive and grow in this challenging work environment. And the answer to cope successfully with a challenging work environment is in your 'internal' self-esteem. With high 'internal' self-esteem you control your day. No one else can make or break your day. You can build better relations, respond assertively to challenges, and motivate others.
Amir conducts seminars on a variety of topics designed to enhance employee skills and confidence to succeed in a challenging work environment.
Facing a Disrepectful Manager: 7-Step Strategy to Address Situation Assertively. Read article.
Diversity and Diversity Training
AP staff writer Deepti Hajela in an article titled "Diversity programs falling short" published in the Daily Herald newspaper on June 28, 2004 writes about the effectiveness of diversity programs and also about how diversity is perceived by employees.
Deepti writes that "sixty-five percent of those surveyed agreed that diversity improved creativity and innovation in the workplace, and 80 percent said they were comfortable working in diverse teams. But when asked if their company had an effective diversity program, fewer than a third of American workers believe their companies have effective diversity programs, according to a report by the National Urban League."
The magnitude of the investment made by organizations in diversity training is commendable. It is a shame that the return from this investment is not higher.
Diversity training has changed a lot over the years. And yet despite the changes there is something very important that is not being addressed. It has to do with our own Internal Dimensions of Diversity. This limits the effectiveness of the diversity training.
Every organization I know that has manufacturing facilities is struggling with avoidable safety incidents. These safety incidents have an impact on the bottom line, in addition to the moral implications.
Why would people that know the facility well, clearly know the expected safe behavior, still engage in the unsafe behavior?
I know from my personal experience while working in Engineering, that every avoidable safety incident I experienced had it's roots within my "internal programming." This reason has been confirmed over again from speaking with workers in my seminars.
Hence the strategy based on addressing this "internal programming" offers promise to Enhance Safety Consciousness to a much higher level.
