I find that we have been talking a lot, for some time now, about the human enterprise. And it’s true that many leaders believe in this story they tell. This tale for an adult scarred by decades of professional disappointment and who is looking for a new job, or for a final year student all excited in the middle of the stands of the trade fair. And they sometimes insist heavily on convincing that their company, the one they founded, hatched, developed at the risk of their family life even at the risk of their health, is indeed part of this elite, of these organizations designed to that everyone is happy, where, it seems, the person is at the center of all attention: for us the most important thing is people. The whole question is how they think they value human beings.
A toxic over-adaptation for the individual and for the company itself
This is how for many people, professional life becomes a big permanent gap between what they experience, what they feel, and the ways in which they react and behave with their colleagues, clients or bosses. Far from always being able to be spontaneous, they are on the contrary very often restrained and in control.
here is one video who explain more this topic :
Where the circle is particularly vicious is that this phenomenon of over-adaptation of the person to the organization also generates real damage for the company: when it is freshly recruited, the person arrives with a personality, a sensitivity, ideas, desires which could greatly enrich others and the collective, which would make it possible to create new things… but a few months later, this person is no longer as creative as at the beginning; she seems less dynamic than expected, less enthusiastic too. In fact, she complied, and now she herself censors her reactions, her ideas and she adapt her behavior to correspond to what the organization expects.
In search of simplicity and confidence
The first lever of action therefore consists in identifying and reducing or completely eliminating when possible, everything in the company that pushes people to censor themselves, to over-adapt to the functioning of the organization, everything that digs into the gap between their natural way of being, their feelings, and the way they feel they can behave. The objective is to allow greater freedom of being, to unlock speech and to give back its place to emotion.
The second lever, completely linked to the first, comes down to allowing people to become aware of the impact positive or negative caused by the relationships they have with their colleagues, and the influence of these relationships on the behavior of each and on the general operation.