Upholding the Common Good in Your Area of Influence

At a time when the world grapples with political polarization, global health issues, climate change, and debates over military aid, leaders in human services face a related challenge. What do these global issues have in common with the difficulties faced by those in human services? They share an underlying dynamic that has to do with balancing individual self-interest with the common good.

This commonality came to light when I was facilitating a recent human service leadership workshop. The group identified a common challenge that had to do with motivating staff and encouraging initiative. Staff often don’t see their work as having a greater sense of purpose beyond a paycheck. And to compound the problem, turnover can be through the roof. All those factors cause service quality to suffer.

This is not unique to human services, but in this field, the stakes are particularly high as the quality of life for those served directly depends on the engagement and attitude of each staff member.

?To tease out a response to this challenge, we asked ourselves what could be contributing. We identified many factors including the low pay and demanding conditions. But that’s always been the case. And yet when I started working in human services, there was the sense that the work was hard but meaningful. We even referred to the work as a “calling” and not in the religious sense. What might have changed?

A moment of clarity came as we explored this question. A significant underlying tension became apparent, one that affects not just our field but also the broader issues I mentioned earlier: the balance between self-interest and the common good. As one workshop participant succinctly put it, the challenge is to prioritize "we over me."

?In human services, as in many areas of life, there is nothing inherently wrong with pursuing self-interest. Workers deserve fair compensation and safe conditions. Nations must look after their own citizens, and individuals should have the freedom to make personal health choices. However, problems arise when the balance tips too far in one direction and we lose sight of the common good.

This realization brings us to an important question for leaders everywhere, not just in human services: How can we encourage the people we influence to find a balance between self-interest and the common good? Whether the scope is global or local, in our governments or within our families, this balance is crucial.

As we concluded the workshop, I left the participants with a challenge, and I extend the same to you: How might you promote the value of a common good that transcends individual interests?

I invite you to share your thoughts and strategies. How do you inspire your team to navigate this balance? What success stories can you share where the common good and individual interests have found harmony? Your insights are not only welcome but necessary as we explore these meaningful topics together.