Dr. Richard Winters
speaker
112 appearances
1 recordings
1 series
first heard Dec 2024
last heard Dec 2024
Dr. Richard Winters’s voice in public audio — every appearance, attributed to the second.
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Appearances
And so if you're sitting in that meeting and the loud voice comes on and you're not being heard, your sense of autonomy of being participating in the decisions is going to go down. A sense of that you have the resources that you need, so environmental mastery. A sense that, okay, you're responsible for this, but you actually have the resources that you need to do this.
A sense that you're personally growing. A sense that you're getting better today than you were yesterday, that you're learning new things or you're getting new positions, things that you want to do. A sense that you're having good relations with your colleagues. And then a sense that you're actually able to accept when you're making mistakes.
Those are all the things that go into psychological well-being. It's a nice kind of recipe for a leader. And so from the perspective of purpose, what am I doing to help my colleagues get around me and around the organization and feel like they're aligned with a sense of purpose? Are we telling stories based upon how we're fulfilling our mission? Are we telling stories based upon our values?
Are our leaders embodying the values that we are saying? Are we saying that we value teamwork, but yet we're making decisions with leaders alone? There's probably something there that the leaders can do. From a sense of autonomy, are we hearing people? Are we hearing the different voices? Are we allowing individuals to speak?
We're talking about diversity, but are we actually listening to all the diverse perspectives of the individuals in the room? And so a leader can help that with processes of how they're running meetings and how they're meeting one-to-one with individuals.
In terms of resources, do the people that you're giving responsibility to have the resources that they need to actually do the things that they're responsible for? Are we not empowering them, actually disempowering them to not be able to fulfill their mission and the things that they're wanting to do? So these are the things that the leader steps back and you kind of look at burnout.
You can see that the leader has a huge effect on that. And then organizationally, how are we looking at this? Are we looking at whether our employees, our colleagues are burned out? And if so, are we doing anything about it? Is it important to us? How are we making decisions? How are we telling our values and displaying these throughout the organization?
And so there's all these different levels from the leadership level to the individual level that has this huge effect on an individual's sense of burnout or not.
Yeah, and you raised something great. So let's say, Heather, let's pretend that you're burned out and you come to me. And so I'm like, okay, Heather, geez, you know, I've been burned out before. I recommend you read this book and this is what I've seen work and this is what's worked for me. Okay, good conversation, move along. That's oftentimes what happens.
Like our conversations with colleagues are, how can I help you? How can I help fix you? That doesn't really tend to work out. And so for a leader to meet with someone on that perspective, not so helpful. What would it be like though, if I approached you and said, so, you know, tell me about what's going on. What are you thinking? Like what's been working for you?
I hear you on the one hand say this, and the other hand you're saying this. How do you put these things together? Like what do you want to do to move forward? What's your goal here? It's a very different approach. It's no longer am I the expert, it's now you're the expert of the situation. And so what I'm doing is I'm coaching you.
I'm asking you questions that help you make sense of what's going on in your life. And at some point there may be something that you say that I think, you know what, there's some information I'm not sure that Heather knows would be helpful if I told you this. And then I teach a little bit.
So I don't know if you know this, but it's from what I've heard, professional athletes get in these cycles where if they over train and they overwork, then they get injured. And what they've started to do is they started to put in some time for recovery because stress plus rest equals growth. And my sense is that you're in this place of stress and there's not a lot of rest.
What are your thoughts about that? So I pepper in a little bit of knowledge there. It's not me telling you what to do. I'm sharing something and then you're processing it. And so really our good leader knows how to do that. And as we're talking about leaders, that doesn't necessarily mean someone with a title. I think, you know, leaders at all levels.
And you can be a leader in your organization and hold no title and still be the person that everyone goes to to try to figure out what to do next. And so that ability to coach, to be able to help someone see things through their own eyes and make sense of the world in their own way, I think that's very helpful. for individuals and burnout in individuals that many other stages of what's going on.
Totally. Yeah. And on the other hand, if that same leader was not doing them, just approached with this is what you need to do. This is what I've seen others do. All right. Good talk. Move along. You know, and then the leader's like, oh, that was great. And then the person's like, oh, that's great.
Yeah, so amplifying engagement is, so what is engagement? That's really people offering their time to the organization to help the organization meet its customer needs and the needs of the organization. And so when employees are engaged, they are involved and they're adequately, I mean, they're giving their time to the organization to improve things.
When they're disengaged, they may be there in body or, you know, on Zoom, but but they're not there in mind and they're not really putting a lot of effort in. And so how do you engage them? And I think that there's kind of pairs with well-being. And so the things that engage me are the things that help me feel better, like help me feel aligned with the organization.
And so that goes with, again, the sense of autonomy, the sense that I have the resources that I need or that I can help get those resources, the sense that I'm growing and I'm learning new things, the sense that I'm aligned with the purpose and values of the organization, the sense that I go to work or have these meetings and And I feel like I'm heard and we're all coming together.
And you know what? I would not have done that. I thought that we should have done the other thing. But now after talking about it and hearing other people's perspectives, I can kind of see why we're doing that. Those are all things that get people engaged. It's this sense that what they do makes a difference.
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