- Yes, when you build a culture compassion and directness, what happens is you see it begin to have a unique effect on employees where they start to feel more productive, more creative, you start building trust, which means that people are more innovative, they're more willing to take risks. And then probably most important is they start to build meaningful relationships. And so when you think about engagement when you think about how and why people are effective, when you look at some of the science around this, it's really interesting, employees who are happy will perform at 100% of their capacity.
Employees who are engaged will perform at 144% of their capacity. But if they feel inspired, they'll actually produce at 244% of their capacity. So when you think about those numbers, you realize now how do you create an inspired employee? Well they want to feel like they have relationships that are there that are important. They want to feel that they're trusted, they want to be appreciated. They want to be valued, those kinds of things bring out inspiration inside of an employee.
And if you build a culture of compassion and directness, what happens is, they know that they're cared for so you've already started to create that, but they're also giving the kind of feedback that allows them to truly learn and grow and progress. That's inspirational for most employees. They want to learn, they want to grow, they want to be better. And if you create a culture where that's happening, they'll come to work every day inspired. Yeah, so when you think about why an employee chooses to leave their given employment, number one reason is they don't like their boss.
They don't like their manager, their supervisor. And to me, what that often demonstrates is a manager that does not have compassionate directness. The manager might have a tremendous amount of directness, but they haven't built a culture where the employee feels cared about, where they feel like this is a place they want to stay and be at, where they can grow and thrive, etc. So as a manager, this becomes a critical component to a skillset that will, it's a hard skill and it's also a soft skill.
You have to learn how to do it so that it can actually create a desired result, but you have to practice it internally because you need to have the right amount of EQ that allows you to have sensitivity, but also directness. And then you can even take it a step further. Jack Ma, recently he's been talking more about this idea of LQ, and when we're kind of playing with this idea, what is LQ? For him, it was I need managers that actually have love quotient, have love intelligence.
Because what he's finding is that managers that have and truly love their people are creating an environment where people want to stay, where they're more productive as I mentioned and where they're inspired. So from a managerial perspective, this is a critical skill. And it's one in which in our work, we're actually teaching people how to do it. It's easy to talk about it from an intellectual perspective, where it gets more difficult is why aren't we doing it more, and that's sort of the area we're working with.
- Recognize the benefit of employees working within a culture of compassionate directness.
- Identify the drawbacks of a culture of directness compared to a culture of compassionate directness.
- Identify the qualities of mindful communication.
- List the components that make up trust in a business environment.
- Recall the positive end result for business operations when a company builds a culture of compassionate directness.