Not thriving at work? Maybe the company's “soil” is not right
“Work should ignite your passion, not consume your life.” -- Tony Hsieh
How much of our life is actually spent at work?
There are about 4,000 weeks in life. One-third of that time - about 1,300 weeks - we sleep. More than half of the remaining waking hours, are spent at work. Not to mention, as retirement ages lengthen in China, work may continue throughout our lives. Thus, time spent at work not only takes up a large portion of our lives, but even the most important part of our daily lives.
I believe that, regardless of whether one's work performance is outstanding or not, everyone will hope in their heart that they are capable of creating value. If you choose a job that leaves you feeling tired, bored or unhappy, chances are that one-half of your waking hours in life are wasted in an unsuitable work environment. That's not just a loss of time, it's a detriment to quality of life. And if you work in an environment that inspires growth, pleasure, and fulfillment, then time at work will be the most worthwhile investment of your life.
Fortunately, whether you realize it or not, each of us actually has the right to make our own choices about career development.
Choosing the right company for your career is not only about salary and position, but also about your ability to enjoy and grow at work. The organizational culture, communication and management styles of different company types will directly affect employees' work experience and career development. In this article, I will briefly introduce these differences and, through some reflections on my own workplace story, help you better identify and choose a workplace environment where you can truly thrive.
01 Three Core Elements of Company Type
When we are considering choosing a job, there are three core elements that affect whether or not we will thrive at that company, in addition to looking at the industry, the company, and the prospects of the position. These three core elements are organizational culture, communication style, and management style, and they affect the workplace experience.
Organizational Culture = Nutrients in the Soil
Organizational culture is like the nutrients in the soil; it determines whether or not employees are able to be nourished and grow in their jobs. A good company culture provides the 'nutrients' of support, respect, inclusion and trust that allow employees to realize their potential, stay motivated and improve themselves. Cultures that lack these nutrients tend to lead to burnout and lack of direction. Some companies have a strong hierarchical culture with strict structures, processes, and many levels of decision-making, while others have a more open and inclusive culture where employees are free to express their opinions and team members work together more flexibly.
Communication style = Permeability of the soil
Communication style is like the permeability of the soil, it determines the smooth flow of information and affects the interaction and collaboration between employees. Good communication is like soft, breathable soil that allows the 'seeds' of ideas to germinate quickly and ensures that communication between team members is efficient and clear. On the other hand, a closed communication style is like compact soil, where information does not flow easily, leading to slow decision-making and teamwork difficulties.
Management Style = Structure of the Soil
Management style is like the structure of the soil, which determines the firmness and flexibility of the company's operations. Like loose, structured soil that provides plants with adequate support and room to grow, a good management style provides employees with clear goals, support and guidance. A management style that is too rigid is like soil that is too hard, limiting the development of employees and preventing them from reaching their full potential.
02 Teal & Orange Organization: different types of working environment
When choosing the right type of company, we can draw on the concepts of the Teal Organization and the Orange Organization developed by Frederic Laloux in his book <Reinventing the Organization>. These two types of organizational structures represent different cultures and management styles in the modern workplace, affecting the work experience and career development of employees.
Teal Organizations are typically highly self-managed and decentralized. Employees are not constrained by traditional hierarchical and subordinate relationships, and decision-making processes are more democratized. Everyone is encouraged to take personal initiative, and teamwork and self-leadership take center stage. The core concept of Orange Organizations is to allow employees to not only serve the company's goals, but also to find opportunities for self-fulfillment and personal growth through their work.
Orange Organizations, on the other hand, are more oriented to the traditional management model, emphasizing results orientation and performance management. They are usually structured with a clear division of labor, and employees are evaluated through clear objectives and assessments in order to achieve their personal and company goals. Management is usually centralized, with leaders taking the lead in decision-making, and employees' responsibilities revolving around completing tasks and achieving results.
The core differences between these two organizational models are often found in the way decisions are made, the amount of freedom employees have, and the style of management. I'd like to visualize how these different work environments affect employee experience and development through my own personal stories of working in two different types of companies.
?? Orange Organization: hierarchical communication and efficiency dilemmas
In my first job at the beginning of my career, I worked as a management trainee in an established US-based FMCG company, responsible for a new brand launch program. The company was divided according to "Bands", and there were 7 bands of managers in each local business division. Every quarter, we needed to hold a new product project review meeting, which was attended by all functional heads (level 4-7 managers).
However, before the project is executed, as the project leader, I need to align with all levels of managers in each function from level 1 upwards. Imagine, every time I need to spend at least 1-2 months of additional time to prepare for the quarterly meeting with the functional heads, I need to meet with colleagues at all levels to collect and harmonize their opinions. Due to disagreements and repeated discussions between departments and hierarchies, the efficiency and the pace of new brand launches was very slow. Although the company still maintained a relatively stable operation of the old business, the speed and success rate of new product launches were always criticized and fell short of external expectations, as well as facing the challenge of the speed of innovation of local companies.
Later, when I changed companies and experienced new brand projects in different companies, I realized that the management of new brand launches in different types of companies is not always managed in such a hierarchical way. A relatively flat organizational structure, an autonomous working atmosphere and a culture that encourages innovation and trial and error can make the new product launch management process lighter and faster.
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For those who prefer clear responsibilities and structured management, the sectionalized management style may bring a certain sense of security and stability, but for those employees who pursue quick decision-making and flexible execution, this model will undoubtedly cause oppression and discomfort.
?? Teal organization: democratic decision-making and flexible execution
After working in several companies with different styles, I found myself preferring to work in companies with relatively flat structures that allow room for autonomy. In this type of company, team members are encouraged to participate in meetings and make decisions collectively on projects. The challenge is that when there are so many opinions, it's a challenge to align everyone's ideas to form a decision, and it requires a certain level of understanding and sensitivity from colleagues about 'how to work together'.
My colleagues and I were recently working on the design of a commercial pilot project that had been dragging on for years and never got off the ground, and tried different approaches. Due to the flat organizational structure, the project team team involved in the decision making for this project consisted of 6 people. Three one-hour meetings led to a breakthrough - an in-depth democratic alignment of the intentions of the consultant team members, a structured discussion to clarify the details of the program, and a division of labor to execute the project. With the frequency of weekly one-hour meetings, we spoke freely, pulled together past challenges and concerns about the pilot program, co-created ways to deal with blocking nodes in the process, and were happy to finally agree on a program plan and have some breakthroughs.
This empowering management style of the teal organization wants to give employees more freedom and decision-making authority. This culture suits employees who are eager to innovate quickly and focus on teamwork. In this atmosphere, employee autonomy and motivation are greatly enhanced, and the role of the manager is more of a supporter and guide than a decision-maker in the traditional sense. This typical Cyan organizational culture tries to make each member feel not only a part of the company, but also a contributor to the company's common goals while realizing his or her personal values.
03 How to Assess an Employer's Company Culture and Management Style in an Interview
When you're thinking about changing jobs and looking for a new employer, in addition to learning about the company's organizational culture, communication style and management style, there are specific questions you can ask during the interview to further assess whether the company is a good fit for you. Interviewing is a two-way choice process. In the process of interacting with the interviewer, you are not only presenting yourself, but also observing and experiencing whether the company's culture meets your needs.
Before all the judgmental questions, I think the most important thing is to trust your instincts (Gut Feeling, I'm serious with this advice). Does the interviewer make themselves feel empowered and comfortable during the interview. If during the interview, the interviewer is able to show that they trust you, support you, and give you enough space to express yourself during the communication process, then this is usually a sign that the company values their employees and culture of empowerment.
In addition, there are some key questions you can ask during the interview that will help you learn more about the company:
?? How is the team moving forward on a key project?
This question can help you understand the company's communication style and decision-making process. You can observe how efficiently the project moves forward, whether team members are engaged, and whether decisions are made efficiently.
?? How does the company support the personal growth of its employees?
Find out how the company empowers its employees, provides growth opportunities, and whether there is a support system for career development.
?? How does the company handle disagreements and conflicts in the team?
This question helps to understand whether the company's culture is open and encourages interaction and collaboration among employees, or whether it favors hierarchical directives and decision-making. By asking these questions, you will not only learn the details of the company's culture, but you will also get a sense of whether or not the company respects the opinions of its employees and makes them feel empowered and comfortable.
May you find that workplace environment soil that best suits you to realize personal growth and achieve more career success.
Have a Thriving Day!
Reference
(1) Gallup. (2023).?State of the Global Workplace Report.
(2) Harvard Business Review. (2022).?How Organizational Culture Impacts Employee Satisfaction.
(3) Laloux, F. (2014).?Reinventing Organizations.
(4) LinkedIn. (2023).?Global Talent Trends Report.
(5) Schein, E. (2010).?Organizational Culture and Leadership.? ?
Hello, I'm Li Ting, a trainer & coach focusing on effectiveness enhancement and leadership development to support people in the workplace to be more thriving.