We spend so much time at work, frequently with cultures and relationships that might mirror what’s found within a family context.
However, although our work may have a deeply personal element to it, being a “family” is not necessarily a good thing. The darker side of the label can create a false sense of belonging and lead to blurred boundaries, unrealistic expectations, and potential harm to employees.
Joshua Luna’s HBR article offers the following insights and some recommendations to explore:
Many companies promote a "family" culture, which can blur personal and professional boundaries, creating unrealistic expectations and potentially harmful dynamics.
Referring to colleagues as "family" can pressure employees to share personal details and create a sense of obligation that is not always welcome or healthy.
A family-like culture may lead employees to feel compelled to go above and beyond, even engaging in unethical behaviour or accepting unreasonable workloads to maintain their perceived loyalty.
In a family-oriented culture, employees may feel disempowered, leading to a reluctance to report misconduct or resist unfair demands from superiors.
The stress of living up to "family" expectations at work can lead to burnout, decreased productivity, and eventual attrition.
Alternatives could include:
Reframe workplace culture – Replace the "family" metaphor with concepts like a "sports team" or "tribe" to maintain a sense of belonging while emphasising performance and professional boundaries.
Define and communicate expectations – Clearly outline what is expected in terms of performance and personal-professional boundaries from the start. Regular check-ins can help maintain this clarity.
Set and respect boundaries – Establish clear policies on work hours, taking leave and personal time. Encourage managers to model these behaviours by taking their own time off and respecting employees' personal lives.
Focus on shared purpose – Shift from a “we’re all in this together” mentality to a “we share the same purpose” approach. This fosters loyalty and engagement based on shared goals rather than emotional ties.
Acknowledge the transactional nature of work – Be open about the temporary nature of the employer-employee relationship. Encourage growth and development, and be supportive of employees who choose to move on when it's time.
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