UNDERSTANDING A CULTURE OF OBLIGATION
You spent hours prepping for a digital meeting, one that you meticulously crafted messaging for to not only engage your team on a tactical level, but an emotional one, too.
Just as you close the meeting for what you gratifyingly thought was a grand slam – the crickets of the digital void ensue.
Now what?
Well, first of all, don’t panic.
DO take a minute to ask yourself if this is a moment in time occurrence or, are you and your leadership peers perceptually continuing to speak into the digital void of a distributed workforce?
If the answer is yes, it’s time to rally your leadership team to explore the idea that you might be fostering a culture of obligation.
Here’s a working definition to get us on the same page of what I mean by that: a team culture of obligation refers to an environment where team members feel compelled or obligated to fulfill their duties and responsibilities, often driven by external pressures or a sense of duty.
Right now, you might be aghast and thinking – well they better feel obligated, it’s their job! And that’s fair.
But it’s also fair to think that on the other end of the digital void is an eager to contribute team that might be dealing with a slew of manageable culture of obligation symptoms like:
Lack of motivation: Fear of reprimand can lead to a lack of intrinsic motivation, diminishing enthusiasm, creativity, and commitment to the team's goals.
Reduced innovation and risk-taking: When people feel obligated to stick to existing processes and conform to the status quo, they are less likely to challenge norms or propose new approaches.
Limited collaboration and communication: An emphasis on obligation also keeps people focused on fulfilling their duties rather than collaborating and communicating effectively. In turn, individuals may hesitate to seek help, offer help, or engage in open discussions which stifles problem-solving, knowledge sharing, and overall team performance.
Burnout and decreased well-being: The constant need to deliver on unclear or hypervigilant duties contributes to neglect of personal well-being which results in decreased productivity, increased absenteeism, and a negative impact on both individual and team morale.
Limited personal growth and development: The emphasis on fulfilling duties can lead to a lack of opportunities for personal growth and professional development. This limitation can affect individual job satisfaction and long-term career prospects.
If you’re emphatically nodding your head yes to most of the above, I suggest you use this as a discussion guide with your most trusted, high performing individuals in your next 1:1.
