Camaraderie is perhaps the value that summarizes the implementation of all the others.
In other words, for solidarity, loyalty and fidelity to exist in a work environment, there’s a need for values such as credibility, respect, equality and pride or integration of the team members.
Without these values, it’s more challenging to get a high level of camaraderie in our workplace.
One of the keys to achieving a good level of loyalty and camaraderie is by having a healthy workplace climate. Without it, there is no foundation strong enough for the people to completely feel part of the company.
The importance of a good workplace climate is that, on top of motivating the employees, it also directs the company towards its goals and objectives and generates cohesion, not only among members of the same team, but also among bosses and subordinates. A bad climate on the other hand, ruins the atmosphere, leads to problematic situations and low performance of those professionals.
It’s a fact that the majority of people spend most of their time at work. These long working days mean that in the end, we spend more time with co-workers than with our own families.
Therefore, it has become necessary for leaders and managers to promote respect, credibility, equality and camaraderie among their employees. These are fundamental pillars that will lead to good working relations.
The key to a healthy workplace environment is teamwork. When there really is a feeling of belonging, all the team members become aware that they have to share their successes and failures with one another.
That’s why it’s important to solve any crisis with calmness, present options when conflicts arise, resolve scarcity with more work and solve problems with everyone’s constructive participation. But work is a joint effort between all parties involved, meaning that everyone needs to contribute.
With the objective in mind to strengthen those bonds, the companies that want to improve their workplace environment organize and promote various activities and social events. This allows for the employees to bond more deeply and create a sense of belonging and unity.
Rewarding an employee and immediately acknowledging his or her good work, organizing social events, preparing competitions and gatherings outside of the workplace, are some of the activities recommended by the organizational climate experts in order for the employees to relate to each other more deeply and create a sense of belonging to the company.
At the same time, rewarding the unnoticed work is also helpful and positive for the internal climate. Acknowledging even the most subtle activity helps everyone feel motivated to take on more challenges. Making sure that everyone feels part of the company is a team effort which depends on everybody, regardless of their position.
It’s pointless for the company to hold events in order to generate teamwork and solidarity while there are still harming attitudes, such as lack of respect, gossip, verbal violence and other actions within and beyond work groups. However, even if the organization doesn’t do everything in its power to create a workplace in which camaraderie is a core value, this principle is basically shaped by the actions of the individuals within the group
When people feel respected and acknowledged, they generally have a positive attitude towards the company, the managers, their work and their coworkers.
In order to encourage those feelings, it’s necessary for all employees to treat each other with respect and fairness. They also need to be ready to celebrate successes, while being supportive during failures. If we want to have an atmosphere of camaraderie at work, we can’t think anymore in terms of “we won” and “you lost”. We have to switch our way of thinking into “we won” and “we lost”, meaning that “we’re in this together, good and bad, as a strong and united team”.
The level of understanding of the employees will determine the level the company is at regarding this vital value, in order to generate happiness in the workplace. Well-guided teamwork promotes tolerance and respect, which allows for the creation of an optimistic, conciliatory and satisfactory environment. This in turn, directly affects the company’s productivity.
The concern and interest shown towards coworkers are also important aspects that contribute to camaraderie. The cohesive groups are the ones achieving great results and that’s only possible when they share values within the team, such as tolerance and respect towards people’s work and opinions.
IF EVERYONE CONTRIBUTES, CAMARADERIE FLOURISHES AND GROWS STRONGLY FOR ALL MEMBERS.
The culture of camaraderie is defined by altruism and interdependence and is one in which employees do everything they can to help the company grow.
YOU CAN CREATE AN ENVIRONMENT OF CAMARADERIE BY DOING THE FOLLOWING
Let people express and make their own decisions.
Teach them the steps to make a good decision
Understand their purpose – what do they want to achieve.
Come up with possible options.
Recognize the different possible outcomes for each alternative.
Select the option that best fits the purpose.
Engage the employees to think boldly and imaginatively about fulfilling the company’s mission to make the world a better place.
Create buzz and motivation in order to compromise the hearts of people, stimulate their minds and encourage their souls.
Soulless companies are full of people who are content with their professions, but not with their jobs. Those are the people who generally do the required minimum in order to keep their job, but aren’t at all committed to the company nor to anyone working for it.
Workers in these companies are more concerned about meeting their personal goals rather than the overall goals of their company. Indifferent to others and resistant to the initiatives of the company, they’ll do whatever they can to secure their job, even if the stability of the company is at risk.
Fear-based managers create soulless companies that:
Cling on to social and cultural norms.
Are stagnant, without any change.
Withhold information and have slow communication.
Are unable to use abstract concepts to solve concrete problems.
Are intolerant, impatient and controlling.
Are quick to blame and slow to take responsibility.
Hierarchical, with their trusted people in positions of authority to control others.
WHAT’S THE ALTERNATIVE?
Fortunately, there’s a way to give the company back its soul and the key to that is by having a “high performance” leader.
All you need is a passionate leader with a sense of duty, in order to create a ripple effect throughout the company. Unlike the executives who base themselves according to their hierarchical position in the company, the “high-performance” leaders are fully integrated with the company. They thrive during recessions by leading with transparency, empathy and altruism. They know that leadership isn’t just a mechanical task list, but rather a system of human interaction. High-performance leaders use transformational leadership strategies to make companies come back to life and gain back their soul and identity.
Some of the things they do:
They transform themselves before trying to transform the company.
They know that they’re the ones generating change through their actions and behavior.
They examine their own thoughts about themselves, about others and about the work environment before questioning their assumptions regarding their employees.
They clarify beliefs that cause conflict, asking questions and challenging their “truths”.
They are dedicated to the truth – leading with integrity.
They admit to their mistakes as quickly as possible before facing the consequences.
HERE ARE SOME POSSIBLE STRATEGIES:
Develop the staff members in an individual, collective, personal and professional way, helping them find the meaning of their work.
Eradicate cynicism and foster a sense of teamwork.
Help the team members become more autonomous.
Free people from fear and help them regain their humanity.
In order for the leaders to recuperate the “Soulless” companies, they must follow these three vital principles:
1- They lead by example, knowing that actions matter more than empty words.
2- They understand that people follow the actions more than the explanations themselves. In other words, these high performance leaders lead from within through modeling and start with themselves.
3- They act as a role model for the rest of the company, rather than simply dictating ways of being.
Those leaders are good at communicating their orders. Meaning that they make sure that the recipient of their message has absolute clarity about what they want to communicate. Those leaders don’t make assumptions or leave anything to chance. They’re people who meticulously generate credibility through efficient communication.
They know how to listen efficiently, by accepting the authenticity of other people’s suggestions and ideas. Through the art of listening, conversations can generate innovative ideas. High-performance leaders ask open questions, such as “How?”, “What?” and “Why?” This allows people to explain their answers, rather than feel manipulated through closed questions.
These leaders show empathy for their team members. In order to be a good guide, it helps the leaders to recognize what the people need, so that they can satisfy those needs for the overall good of the company. The empathetic leaders are also able to see different points of view in any given situation. This skill helps them develop a perspective that can satisfy the company as a whole.
High-performance leaders create companies with soul and a high level of camaraderie
They’re interested in learning, growing and helping everyone in the company.
They’re used to taking and facing risks.
They’re willing to accept changes.
They create teams and collaborate with other companies.
They’re empathetic, compassionate, visionary and ready for the future.
They’re open, clear and frank.
They’re willing to challenge conventional wisdom.
They inspire and empower others to avoid forced changes through the power of the hierarchy
HIGH PERFORMANCE LEADERS ARE EXCELLENT COMMUNICATORS:
They build teams in which people can express themselves creatively and with camaraderie.
They encourage an honest dialogue in every conversation, meeting or exchange.
They ask for and give extensive feedback.
They study the art of guidance and know how to retrieve their top talent.
They spread the attitude of “yes we can”, which inspires enthusiasm towards the company’s initiatives.
SubCategories of Camaraderie:
This SubCategory measures how involved people are with their workgroup in every way. How strong they are as a group.
This SubCategory measures how much people make others feel welcome in the organization.
Here we measure how comfortable people feel when expressing themselves freely, without fear of being judged.