This essay focuses on my career at the Freelance Star. genuine relate to the relationships you have career at work, and why is it important for leaders to build strong relationships within their own organizations? While you’re writing this, weave in components of ethical considerations found in the article.
1-Respond to the Podcast, how does being genuine relate to the relationships you have at work, and why is it important for leaders to build strong relationships within their own organizations? While you’re writing this, weave in components of ethical considerations found in the article. Discuss why it is critical for career leaders to self-reflect on their behaviors before they can lead others? – WELL WRITTEN. GET DIRECTLY TO THE TOPIC. ARTICLE ATTACHED. ALISON BEARD: Welcome the HBR IdeaCast from Harvard Business Review. I’m Alison Beard. The subject of today’s show is near and dear to my heart. We’re going to be talking about work friendships. I’ve had really good ones ever since I started my career at the Freelance Star newspaper in Fredericksburg, Virginia.
We went on early morning runs together and drank lots of wine on Friday nights. At the Financial Times in New York and London, I bonded with Rebecca Knight, who’s now like a sister to me. And at HBR, I’m lucky to have close confidants like Scott Berinato, Amy Gallo and Dan McGinn. This is a little crazy, but I asked my producer, Mary, who’s also a friend, to call all three of them and ask a question. Why are you and Alison friends? Here’s Amy. AMY GALLO: We became friends, I think because we had a lot in common, and truthfully because she once laughed really hard at a joke of mine, which endeared me to her. But I think we’ve stayed friends because Alison always has my back. ALISON BEARD: And Scott. SCOTT BERINATO:
the same at the same time. We have similar life experiences and similar thoughts and ideas. Approach things so differently and think about things so differently .There’s a real complimentary nature to our friendship. ALISON BEARD: And Dan. DAN MCGINN: I became friends with Alison originally because of proximity. I was assigned to sit next to her my first day at HBR. We were in this tiny little cubicle. She’d been there two weeks, and we really had to learn to do this job together.
, and I’m lucky for that. ALISON BEARD: And here’s what I love about all three of them. They check in. They listen well. And they make me laugh. None of that will surprise my guest today. Friendship expert Shasta Nelson says that the best relationships, including the ones you form at work, are built on three pillars, consistency, vulnerability and positivity. She’s the author of the book, The Business of Friendship, Making the Most of Our Relationships Where We Spend Most of Our Time. Shasta, thanks so much for speaking with me today. SHASTA NELSON: Oh, thanks so much for having me. I’m excited to talk about this. ALISON BEARD: Yeah, so you can tell that I believe really strongly in having close friends at work, but a lot of people will question whether you really need to. How do you respond to that skepticism? SHASTA NELSON: I just point to the research.
But it’s amazing to me organizations like Gallup have been saying for two decades the best employees, meaning the most engaged, the best customer service, they call into sick less frequently, they have fewer workplace accidents, yadda, yadda, yadda. The list is really long. And they say the best employees say that they have a best friend at work. And there are so many other studies that show having friends at work matters, or how many friends you have at work matters. A huge study just came out right as I was researching this book from the Myers-Briggs Institute, and they were saying that they did a big test of 110 different countries, and were basically asking, what are the factors that matter most to job satisfaction? And it didn’t surprise any of us that coworkers, or those friends were high on the list, but it was even shocking to me that it was number one. So I mean, the research is really significant, but this matters. And yet, to your point, it’s kind of crazy how many people resist that, feel uncomfortable with it, or don’t want to foster that in the workplace – employers and employees. ALISON BEARD: So there are really tangible, measurable benefits, both to the individual and the team or organization as a result of work friendships? SHASTA NELSON: Yeah.