Key Findings from the Best Places to Work 2024 (Australia) and SOCIAL Leadership

I have just finished reading the ‘Best Places to Work 2024’ report from Wrk+ (No affiliation). This survey involved just under 50K employees from 120 organisations and as I was going through each of the key findings, I was able to align the strategies that these best places are using to attract, retain and grow their people, to my SOCIAL model of core needs.

For those of you unfamiliar with my SOCIAL Model, (adapted from the works of Drs. Rock, Gordon & Lieberman), it is a framework for understanding a set of core needs that, when withdrawn or compromised, can create a state of threat or danger in our brains and when fulfilled or met, can create a state of reward or safety. This is critical for performance and engagement because, in a state of threat, we exhibit behaviours that contribute to decreased performance and disengagement. ?

Our brains are social organs, and we are social beings. Without the tribe for connection, safety and support, we didn’t survive, and today these core needs still exist within all of us, in a hierarchy format that can change with changing circumstances.

I use this model in many of my professional development programs as it clearly offers managers and leaders a framework for leading themselves and others, for leading change, for coaching and for creating a culture that authentically harnesses diversity and inclusion.

One of the strongest findings from all of the companies was, regardless of in-office, hybrid or remote working pactices, they achieved parity on engagement at 83%!

Here are some of the correlations I uncovered with the findings of the report. A link to the report and all the winning companies can be found in the comments.

Safety – both Physical and Psychological

• Leaders make themselves accessible and approachable
• Leaders demonstrate empathy and understanding
• Multiple channels are created to collect employees’ concerns and aspirations, building trust and showing that voices and talents are valued

Objectivity – a sense of Fairness, Justice and Equity

• Open, transparent and personalised communication
• Adapting to diverse work styles
• Ensuring equal contribution in meetings

Certainty – knowing what’s expected

• Clear communication
• Regular and Structured Communication Schedule
• Structure meeting formats

Importance – a sense of Value, Status and Recognition

• Inclusion in the strategy setting process
• Regularly acknowledging individual and team accomplishments publicly
• Offering constructive feedback (done well this enhances rather than detracts from recognition) ?
• Mentorship programs and peer networking opportunities

Autonomy – a perception of Choice or Control

• Flexible work policies
• Providing time for deep, uninterrupted work
• Fostering a sense of ownership

Love (Connection) – belonging to a Tribe, knowing that someone cares

• Empathic management
• Fostering a strong Team Spirit
• Regular check-ins
• Nurturing team cohesion and morale
• Virtual social interactions including virtual coffee breaks, online teambuilding and spontaneous virtual ‘water cooler’ chats

If you would discuss how the SOCIAL model can be applied in your organisation, I’d be happy to chat.

?#socialleadership #bestplacestowork #humancentredleadership #diversityandinclusion

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