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  • Writer's pictureRan Elfassy

What's it Really Like to Work for You?

Updated: Aug 13


What's it really like to work for you?
How do you know what's really going on?

As a key architect behind DHL's growth and success, Po Chung knows how to build a competitive team. Together, we developed a diagnostic tool that directors and managers could use to assess staff engagement and motivation. Using our vocabulary, we help diagnose Service Habitat health.


Imagine your company grows to cover the whole world. Imagine your workforce scaled up to hundreds of thousands of staff, united in their work to service clients who are literally spread across the planet. Different cultures. Different languages. Different ways of thinking and relating to one another. Now imagine an event or interaction that harms your Service Habitat health – anywhere in your network. Suddenly, your culture is threatened by a local incident that can erode team engagement. Now imagine overseeing this kind of operation for decades, outcompeting competitors year after year after year. This is Po's legacy. These are the insights we deliver for building healthy Service Habitats.


Unhappy, unmotivated, disengaged staff can't be expected to raise loyalty and trust in clients and within a team.

More than ever before, the world is defined by the quality of our interpersonal relations. Consider your favourite company or service. Isn't a large part of your loyalty and trust based on the quality of your connections to the people you depend on? This quality and the energy between you is what we mean by 'service' – going far beyond simple customer service.


Remember: How this service manifests depends on each person's level of self-actualization.

Unhappy, unmotivated, disengaged staff can't be expected to raise loyalty and trust in clients and within a team. We live in a world dependent on high engagement and motivation. Especially from the pandemic, directors and managers now face a workforce that's highly sensitive to engagement, motivation, self-actualization... In short, leaders must help create healthy Service Habitats. Because if things aren't good or they turn bad, people will leave.


Consider how different the 21st Century is from what we left in the late 1990s and early 2000s. That era was about clocking in, doing the work, and getting results. Motivation and engagement came after. Today, people expect a lot more. Fail to motivate and engage and your people will stop clocking in, doing the work, and getting results.


Do You See What's Hiding in Plain Sight?

What's it really like to work for you? Your C-suite, directors, and managers all have their idea of what's going on. They can only know what they know, after all. So it's one thing for them to assume they know what's going on. How different is this from what's actually going on?

The bigger the team, the more important it is to keep checking in. To keep reviewing the Service Habitat's health. From one month to the next, a crisis can crop up, fester, and erode Service Habitat health. Then, hiding in plain sight are interpersonal tensions that erode the team's engagement and motivation.


Meeting with Po, I asked him how did he scale up in a way that kept everyone motivated and engaged? What did he do to make sure his intuition on the Service Habitat health matched what was actually going on... Around the world?


Simply, he made it a priority. He made sure this was a feature of the company's Service Habitat. He made sure to keep checking, measuring, and assessing the health of his Service Habitat.


This was how he kept checking to find out what it was really like to work him.


Until next time.

- Ran


 



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