When asked what the most difficult instrument in the orchestra is, Leonard Bernstein responded: "The second fiddle. I can get plenty of first violinists, but to find someone who can play the second fiddle with enthusiasm – that’s a problem; and if we have no second fiddle, we have no harmony."
Do you have a best friend at work?
Research suggests that workplace friendships yield more productive employees. Feeling a connection, when colleagues are close, a poor effort means letting down your friends. The social pressure to do a good job can often serve as a stronger motivator than anything a boss can say. Colleagues with better friendships also tend to stay on with their company for longer periods of time.
Hence as a leader, I work hard at promoting new employee connections and help sustain old ones. As a team, we went to Seoul for our kick-off meeting last week. From a financial perspective this can seem extravagant. Yet the value this trip yield to interpersonal connections - and therefore to team productivity - makes this a wise investment.
Getting a team into balance doesn't occur once. It requires perpetual work. Rather than viewing onboarding simply as a tool for getting new hires up to speed, I think of it as an opportunity for sparking employee friendships. True friendships can only emerge when there is an openness between colleagues.
We're more effective at working with out team mates when we're connecting on a personal level. When we see we're surrounded by people who care about us, it's a lot easier to perform.
Do you have a best friend at work?
Research suggests that workplace friendships yield more productive employees. Feeling a connection, when colleagues are close, a poor effort means letting down your friends. The social pressure to do a good job can often serve as a stronger motivator than anything a boss can say. Colleagues with better friendships also tend to stay on with their company for longer periods of time.
Hence as a leader, I work hard at promoting new employee connections and help sustain old ones. As a team, we went to Seoul for our kick-off meeting last week. From a financial perspective this can seem extravagant. Yet the value this trip yield to interpersonal connections - and therefore to team productivity - makes this a wise investment.
Getting a team into balance doesn't occur once. It requires perpetual work. Rather than viewing onboarding simply as a tool for getting new hires up to speed, I think of it as an opportunity for sparking employee friendships. True friendships can only emerge when there is an openness between colleagues.
We're more effective at working with out team mates when we're connecting on a personal level. When we see we're surrounded by people who care about us, it's a lot easier to perform.
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