It’s natural for us to adopt the mannerisms of our work place; to become the decision maker, broker or peace-keeper. But what do we lose if we only bring just one part of ourselves to the office?
Why we need to bring our whole selves to work, and three ways we can start do more of this.
We arrive at work. We turn our computers on (probably the kettle too). We take off our coats. We put our work personas on.
It’s easier, to adopt a ‘work-self’, isn’t it?
What do we lose when we leave our whole selves at the door?
To follow unspoken rules that we work in a certain way, that we assume the language and mannerisms of our organisation. To follow a prescribed set of meetings with the same agenda. After all, there’s safety in conventionality.
But what do we lose when we leave our whole selves at the door?
It means that we risk dividing ourselves into exponentially smaller parts. We’re this person to our boss, another to our team, yet another to peers. We’re the decision maker, delegator, partner, sounding board, risk taker, crisis averter…and this, this is exhausting.
It also means that we work in ways that don’t tap into our very best selves, and what we as our best selves, could offer our organisation – more commitment, energy, passion, innovativeness.
With increasing focus (and rightly so) on our mental health, and at a time when higher education collectively is finding its feet in a more competitive world, encouraging ways to be more open, more of ourselves at work, could unlock greater trust and more inventive ways to tackle these challenges head on.
Bringing more of yourself to work is a scary prospect. There’s the worry that you will change perceptions of yourself, perceptions that you may have intentionally set. You may want to impress others, and your work-self is the armour you adopt to do that.
Yet by shedding your work armour, you release the potential to connect with people in more meaningful and enduring ways. Rather than weakening perceptions, it allows stronger relationships to be forged as people come to understand more about the way you think and the way you thrive.
“Vulnerability [is] the key driver in human trust and connection…it’s the birthplace of innovation, of change, risk, of all the things that are most important to us”.
Creating an environment in which people feel nurtured and appreciated, not just for what they do but for who they are, allows us to take risks. To ask questions. To make changes that will bring innovation and champion new ways of being.
So, how do you be yourself at work?
What are the things that drive and inspire you in your professional and personal life? Are these distinctly separate, or is there commonality?
We recently featured the leadership narrative of Dr Jane Rand, Deputy Vice-Chancellor (Academic) at York St John University. In her blog, she told us where she came from, and how that shapes her values and who she is now.
Give yourself and the people you work with the room to be more creative. Do this in a structured way and this will help to unlock different ways of seeing a common opportunity or problem. For instance, try starting a meeting with a creative prompt, such as reading a student’s story or asking each person to contribute a piece of news, or an aspect of a project, or a piece of work, that they are excited about.
Where are the situations in your life where you want to take risks?
Where do you find yourself holding back?
What’s happened this week that has had the most meaning for you?
What’s caused you the biggest concern?
What makes an ordinary day a good day?
Louise is the Director of Marketing, Communications and Operations at Invisible Grail. Louise’s passion is to help people bring alive the stories that show the wider world who they are and why what they do matters.
Dr Jane Rand, Deputy Vice-Chancellor (Academic) at York St John University, tells the story of her leadership journey; from completing a diploma at night school to her most recent appointment working alongside colleagues to shape the future direction of her institution.