Especially in larger companies and organizations where decisions are taken far from one’s self, the sense of involvement easily disappears. You do what you are supposed to do, but you do not see the context and can not put your own effort into the bigger whole. Correcting this is a management question, but also something that you can influence yourself. Information should not only be provided, it also needs to be sought and received.
Being seen by their managers and supervisors is of course important. But perhaps even more important is how the culture where you work works. And we are all parts of it, which formal position we still have in the working community. We can not, as individuals, charge responsibility for our needs to be seen, both for what we do and what we are, on our colleagues. In fact, we can start by taking responsibility for our surroundings themselves. Probably, our coworkers share our own basic needs to be visible and get to know it. We can at least locally influence the culture and the atmosphere where we are by consciously interested in our environment.

Here too, questions are often the best entrance. ”How is it going? I have not really understood how you intend to explain! ”And afterwards positive feedback. ”How good it was! Nice! ”That I would like to learn.” But also constructive criticism. ”Good try, but have you tried to do this instead?” ”Have you seen this survey showing how to do it both faster and better. I thought it was interesting and maybe worth trying. ”

Everyone usually wants to get better at what they do. The constructive criticism shows that one cares and wants his colleague well. It’s something completely different from the crucial: ”Yes, yes, it’s better that I do this too myself.” Understandably, you can not handle this.

Basal needs

One of our most basic needs as people is to be needed. Certainly too high demands can lead to a sense of insufficiency and, in the worst case, acute stress. Of course, one should try to avoid it. But underemployment is often even worse. Being needed in this sense is just about finding the balance between stress and insomnia.

The most refined form of bullying and freezing I have seen happened to a large government organization, where a highly competent but experienced difficult midwife was put in a room without real duties. She had to go to work every day, sit in her room and wait for the end of her workday. Nobody asked for her and the hours went out. Her stress level rose day after day, until she soon felt compelled to resign herself with a sense of personal failure.

Of course, the management team has the greatest responsibility, but you can also refuse to find yourself in the form of freezing. If after consultation with the responsible manager, you can not hear their wishes for meaningful tasks, it is better to negotiate an appropriate severance pay, which will still be cheaper for the company than having an unproductive employee left.

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Source: & Lennart Koskinen