When we were developing our content framework for employees, we would sometimes be asked, “How can Velamentis help me, a manager, navigate difficult manager-employee situations?” This type of question was usually accompanied by an anecdote about a tricky manager-employee run-in.
Early on, we were eager to develop content specifically geared toward supporting managers and anyone inspired to lead in the workplace. We had taken time to investigate multiple avenues for delivering sincere, practical, and authentic content in plain terms, devoid of jargon or fluff.
Ultimately, we put aside this type of content, intending to return to it after developing a library of content that supports employees in non-managerial positions.
We realized that we would be doing employees a disservice by starting with material focusing on managers or workplace leaders. If someone really needed content for those types of roles, there’s quite a bit of information and services available already.
And the reality is this: Even though there is so much material to aid in managerial and leadership development, workplace mistreatment, abuse, and trauma still frequently occur.
In terms of services and informative content, there simply isn’t much available for the average employee who doesn’t manage people.
Thus, what we really needed to do was help employees determine how to manage problems and assist themselves in psychologically unsafe workplaces — spaces led by managers unaware of or denying their own shortcomings.
That said, we are all employees, regardless of whether or not we lead or manage people. If you are a manager or someone who aspires to be a leader, you will still find all of our content useful. While there are many applications of our content, two particular uses come to mind:
1. Self-awareness
As you read through the material, particularly with regards to the identification of mistreatment, misconduct, and abuse, it becomes a useful time to carefully reflect on your own behaviors.
In a safe space — perhaps as an internal dialogue or with a therapist — reviewing our content may deliver some clarity on your own behaviors as a manager.
Do you gaslight employees? Bully or intimidate them? Manipulate and lie? Suggesting that readers may have perpetrated such behaviors is not intended to insult or indict anyone.
Self-awareness is one of the key components in becoming a manager who develops psychologically safe environments or an employee who is viewed as a leader by their peers.
Without a very honest assessment of our own behavior in the workplace and its impact on others, it’s difficult to know if you are part of the problem or unintentionally creating problematic workplace situations.
It’s also possible to be self-aware and still unintentionally create a psychologically unsafe workplace. If you can be honest with yourself about whether you identify some of the behaviors or their examples in your own work style, you can start to build a foundation for improvement.
Here’s an example of what that might look like:
- Review the most common mistreatment behaviors
- When reflecting on these behaviors at work, ask yourself: “Have I shown or been told I exhibit this behavior recently?” For example, with lying, consider, “Have I lied, disparaged others, or omitted information in the last six months? If so, why?”
- Asking yourself the why of your behaviors may be uncomfortable; however, it is critical. It’s the why that often sets us on a path to awareness, self-realization, and improvement.
2. Employee perspective
Reviewing our content should give you a perspective on the employee experience, in which nonmanager employees hold far less power in a corporate structure.
In addition to improving our awareness of behavior in the workplace, being reminded about the mistreatment, abuse, or misconduct employees may face can also increase our empathy for others at work.
Managers who work in HR may find the content particularly useful in developing a deeper understanding of the cycle of mistreatment, abuse, and trauma.
Managers working in human resources or people operations divisions are often taught about misconduct; it’s helpful to also consider the impacts of mistreatment, as well.
Other ways managers and leaders can use our content include refreshing your memory if you were already familiar with workplace mistreatment and trauma, leveraging the quick reference guides to help you at work, or using the content to generate healthy and safe discussions with your team.
Perhaps our content can help you consider (or reconsider) your workplace policies. Managers and leaders have much to gain from looking at our content and taking it to heart.
We always appreciate hearing from our members! While there’s still so much content we plan on building and sharing, if you have a particular need or interest or are willing to share your feedback, we always want to hear from you.
Jen
©Velamentis. All rights reserved. Please contact us if you would like to reprint any content in part or whole.
Contributors:
- Avery Schwartz: Copy Editor
- Pamela Sampel: Subject Matter Expert
- Gary Whitmer: Subject Matter Expert
Email content@velamentis.com with feedback
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