Chapter 1: What is the main topic discussed in this episode?
Tiesitkö, että joka neljäs yli 40-vuotias mies kokee virtsan karkailua? Se on todella yleistä, mutta siitä ei silti juuri puhuta. Tenamen suojat on suunniteltu erityisesti miehille. Huomaamattomat, varmat ja luotettavat. Ota tilanne haltuun Tenamenin avulla.
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Chapter 2: What is the importance of building connections at work?
When we think of work today and the qualities we should have as workers, many of us are taught to focus solely on output, being efficient and having specific skills over understanding how to effectively communicate and interact. In this talk, organizational psychologist Alyssa Birnbaum shares her research on the profound impact that high quality connections in the workplace have.
I remember the stomach flutters before my first performance review and my first job out of college.
To say I was overeager to perform is an understatement. I was grinding. I worked around the clock. I spent hours finessing my PowerPoints, took meticulous meeting notes and never missed a deadline. Which is why I felt completely blindsided when I actually received my review. My boss sat me down and told me that I needed to work on connecting better with my clients and building relationships with them. Apparently,
Nobody knew anything about me. Building relationships with my clients, that's what they cared about? I couldn't understand when I was working so hard to deliver quality work.
I wish I could say I underwent some immediate transformation where I became some fabulous connector and lived happily ever after. But in truth, I didn't really know what to do and I fumbled for a few more years. My clients were remote most of the time. I wasn't working with them and I didn't know how to relate to them because they were so much younger than me. It was years later that I was pursuing my PhD and, like the old saying goes, research.
is me-search. And my initial me-search focused on burnout and work engagement because I knew what it was like to experience burnout.
Se, mikä oli yllättävää minulle, oli se, että olin aina ajatellut, että pysyvyys oli vain tulokseni siitä, että minulla oli liian paljon työtä. Ja että minulla tuntui, että olin todella pysyvällä liian paljon työtä, mutta oikeastaan siinä on niin monta muuta asiaa, jotka voivat osallistua. Ja tärkein asia oli yhteistyö ja liikkuvuus. Ihmiset voivat olla pysyviä, koska he tuntevat, että he eivät ole arvokkaita, eivät ole yksilöitä ja he eivät ole yksilöitä.
This stood out to me. I had always focused on work output and things that would produce actual revenue and quality work for a company. And this was conditioned by my years of schooling, where I was rewarded with good grades because I put in the effort and I worked hard. But in truth, work is full of real flesh and bone people.
who want to feel connected, and they do their best work when they feel like they're fully engaged, like their work truly matters, and like they're doing something bigger than just themselves. When the pandemic struck, as we all know, offices around the globe closed, and my colleagues and I started studying this transition into remote work, remote work-life balance, what it was like being in this new space.
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Chapter 3: How can high-quality connections reduce burnout?
I was curious about whether having higher quality connections throughout the day led to higher levels of engagement at the end of the day. What I found was fascinating. Yes, it did lead to higher levels of engagement, but it didn't matter how many interactions you had or how long you spent in those interactions. If you spent your entire day having high quality interactions with different people or just one high quality connection with one person,
you still tended to feel more engaged. I was also curious about the way that people were interacting. I wanted to know if you needed to be in person, face to face, in order to have these deep, meaningful connections, because previous researchers suggest that you do need to be in person in order to have those deep connections. So I asked people how they interacted. Were you in person and face to face? Were you videoconferencing with the camera on?
Or were you chatting through audio? Audio could be a phone call, videoconferencing with the camera off. What I found was that there was no difference between in-person connections and videoconferencing with the camera on. In other words, if we're chatting face to face, or if we're chatting through videoconference and we can see each other, we're able to connect in a similar way. Only audio interactions produce lower quality connections.
Ja kolmas asia, joka oli yllättävän yllättävää ja jota en edes halunnut. Mutta viimeinen asia, jonka löysin, oli burn-outin vaikutuksen. Burn-outtujen ihmisille oli todella vaikeaa ymmärtää, olivatko he edes voineet liittyä hyödyntäväksi yhteyksiin. Ja se on oikeastaan tärkeää, koska burn-outtujen ihmisille tuntuu vahvistumaan, jolloin kun on yhteyksiä, täytyy laittaa tuon vaikutuksen.
So burnt out individuals had a hard time even making those high quality connections. So my research showed that having high quality connections is very important for engagement. A recent study from McKinseyandLeanIn.org found that about 60% of in-person workers, employees, tended to experience connectivity compared to fewer than 20% of remote and hybrid workers.
So how do we build these connections in a remote environment or at all? So here's the advice I would have given 22-year-old me who was fumbling to make connections.
Number one is expand, or aiming for more expansive dialogue. It helps you go beyond these polite greetings and helps you dig a bit more beneath the surface. There are two ways that you can do this. One is to ask expansive, open-ended questions, and the other is to answer questions expansively. Asking expansive, open-ended questions encourages the other person to open up and share a bit more about themselves.
Think about this as if you're talking to a child coming home from school. If you ask them, how was your day? The response will probably be... Fine, yeah, sure. If you ask them what was the most exciting thing, or fun thing, or boring thing about your day, you're more likely to get a better answer. So in a similar way, when you ask your colleague
How was your weekend? You're probably not going to get a great response. Try something like, what was the highlight of your weekend? And then ask for more, probe a little deeper. Answering questions expansively encourages you to open up and share more about yourself and give someone else the opportunity to share more in return. For instance, if you're on a remote call, you're on a Zoom call with a remote team member,
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Chapter 4: How do remote interactions impact relationship building?
If you're on your phone or scrolling through your computer and the other person is talking to you, it signals that whatever is on your screen is much more important than your conversation with them. On the flip side, if you're listening attentively, you're nodding, you're asking questions related to what they're asking, what they're talking about, you're laughing at their jokes, you're nodding, you're taking notes, you're fully engaging,
That signals that you appreciate them and you care. And these types of interactions, they energize people. They boost their self-esteem and they make them feel closer to you. So, expand, overlap and care. These are three things that can help you build stronger connections with others. But none of them are effective unless they are done authentically.
And this is for most people the hardest part. But just like you notice when someone's nodding but clearly not listening, complimenting you but clearly doesn't mean it, or asking you questions but couldn't care less about your answer, others notice when you're doing it back. You have to dig deep, not just going through the motions or thinking of it as a checklist, but truly figuring out how to care.
Järjestöt ovat lisäksi vastuullisia. He sopivat toimenpiteet. Jos he osoittavat, että he eivät kiinnosta yhteistyötä toisistaan, heidän työntekijöidensä on mahdollista seurata. Toisaalta, jos he käsittelevät, käsittelevät ja kiinnostavat oikeudenmukaisesti, se osoittaa, että heidän osallistujien on tärkeää seurata myös.
Leaders that have remote team members have an additional responsibility because their employees don't have those casual chats when they walk in the office or lunches where they happen to chit chat with people. Leaders need to have a better pulse on their team and be more intentional about setting up time for people to connect. Yes, having video conferences with the camera on is a great first step.
But it's not enough. You really need to build in time to connect. That could mean holding a few minutes in the beginning of meetings to chit chat or to ask questions to learn more. It could mean having virtual lunches with people, either with the leader and other team members or team members amongst themselves.
Employing some kind of employee listening strategy could help you understand what your employees are truly feeling. Are they burnt out? Do they feel valued? Do they feel heard? Acting on those things that you hear as a leader helps signal that you are truly listening and trying to implement and act on their feedback.
Creating polls and using your chat channels to learn more about their sense of humor, their personalities, their preferences is a great way to use the tools that you have to connect better. And if possible, having in-person meetings from time to time can help solidify relationships.
There are so many ways that leaders can help their remote team members connect, but the core pieces are to find the time and space to connect, to use some kind of employee listening strategy so that they're gathering and acting on continuous feedback, and to be intentional with your time together. The average person spends about a third of their life at work, and for so many people, work is a prolonged source of stress and strain.
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Chapter 5: What role do leaders play in fostering workplace connections?
On the TED Radio Hour. Don't you hate it when leftover cilantro rots in your fridge? I have to tell you, cilantro is like my nemesis. Food waste expert Dana Gunders says that's just a hint of a massive global problem. Food waste has about five times the greenhouse gas footprint of the entire aviation industry. Ideas about wasting less food. That's next time on the TED Radio Hour from NPR. Listen and subscribe to the TED Radio Hour wherever you get your podcasts.