Job dissatisfaction doesn’t stem from the work itself or the company, but from relationships.
— Adriana Prates, CEO of Dasein EMA Partners Brazil
With hard work and dedication, anyone can achieve success – at least, that’s what the “American Dream” promised (a strategy from the 1930s to help people forget the horrors of World War I). Success was defined as power and consumption – the more you buy, the higher your status and, presumably, your happiness.
This strategy worked so well that it transcended American borders and became a kind of Western “ethos.” Who among us has not been influenced by the belief that “work gives life meaning”?
And this is precisely where the dilemma lies: If, today in 2024, we work so much and consume just as much, why are dissatisfaction rates so high?
Why do over 30% of people report burnout and anxiety, according to the National Association for Occupational Medicine?
Numerous studies attempt to answer this question, but so far, we only have clues. The individuality of each person certainly plays a role. However, dissatisfaction can generally be linked to one core aspect of human nature: relationships!
Dissatisfaction doesn’t come from the work itself or the company as a whole, but from the relationships, particularly between leadership and employees. People typically don’t leave organizations; they leave managers. A recent Gallup study supports this view: over 50% of employees who leave cite problems with their supervisor as the reason.
The role of leadership is crucial. It is becoming increasingly important to identify individuals capable of building healthy relationships and cultures, creating a meaningful work environment. Ineffective leaders often struggle to guide and motivate their teams, as they fail to recognize or appreciate their employees’ contributions, leading to dissatisfaction and a decline in productivity.
On the other hand, management practices that “humanize” work relationships contribute to the development of increasingly healthy connections. Leaders who prioritize open and transparent communication, listen to concerns, ideas, and opinions, and value mutual, continuous feedback, have a tremendously positive impact.
Genuine recognition and appreciation of employees are key to sustainable motivation. When personal values are understood, and it becomes clear what makes an individual feel particularly valued, work relationships can deepen, significantly boosting motivation and productivity.
People want “authentic” leaders who lead by example. This is especially important when it comes to respecting diversity and inclusion. It quickly becomes evident whether someone truly believes in these principles or merely waves the flag for “gain.” Every individual is unique in their differences, and through an overarching, open “bridge-building culture,” everyone can benefit – and ultimately, gain joy. Companies with high employee engagement, shaped by positive relationships, experience 24% less turnover compared to those that do not, according to Gallup.
Quality of Relationships
EMA Partners Switzerland shares the conviction of EMA Partners Brazil:
Effective leadership is only possible through high-quality relationships. For us, quality relationships are not only crucial in our daily interactions with clients and candidates, but we also place great emphasis on the “human match” during our recruitment processes. This is essential for the high satisfaction of all parties involved and for the long-term success of placements.
Additionally, we offer mentoring and coaching programs that provide leaders with valuable space for free and non-judgmental thinking, foster efficient development, and help them promote key factors for high productivity within team dynamics.
It is a great pleasure for us to contribute to the professional growth and fulfillment of our clients.
In this sense: To thriving relationships – they are the true core of sustainable fulfillment.
