Humanistic Encouraging is the way to achieve the commitment necessary for resilience

“When much is expected from an individual, he may rise to the level of events and make the dream come true." – Elbert Hubbard

As consultancy experts, we can go on extended rotations in each division and in each functional aspect of businesses. What we learn here is a great deal of understanding resilience: We get to know the inner workings of a firm from all angles. One thing we can share out of years of experience is that team members in workplaces with Humanistic-Encouraging cultures are more satisfied, feel that they better "fit in" with, and plan to stay with the organization.

The humanistic-Encouraging scale measures our interest in people, our tendency to care about others, and our ability to encourage them to improve. Humanistic-Encouraging people are accepting of themselves and accept others for who they are without question or criticism. In fact, the Humanistic Encouraging have unconditional positive regard for others. This absolute acceptance enables people to grow the most and take greater responsibility for them-selves.

Humanistic Encouraging individuals believe they can assist others in fulfilling their potential by providing a supportive climate that inspires self-improvement. Those who use it are sensitive to people's needs and will devote energy to counseling and coaching others. They have a refined knowledge of people and demonstrate maturity and consideration when dealing with them. Humanistic-encouraging people gain satisfaction through seeing others grow and typically form meaningful relationships. Their willingness to take time with people makes them excellent leaders and managers.

What are the values on which this virtue is based?

  • A focused concern for the growth and development of people
  • Appreciation of the strengths in others, and belief in their potential for improvement
  • Optimism regarding what people can accomplish
  • A nurturing approach to relationships
  • The willingness to assist others with self-improvement
  • The ability to inspire and motivate others

Inevitably, this virtue creates unwritten laws such as “Helping others to grow and develop” or “Being supportive of others”.

These types of norms characterize organizations that are managed in a person-centered and participative way. Members are expected to be supportive and constructive and to promote one another’s performance and development. Members positive interaction with each other tends to spill over to clients, which could be characterized as helpful and consultative. Clients benefit from dealing with people who are involved and provide each other with advice, assistance, and positive feedback.

The Humanistic Encouraging is the virtue that confronts all the sins that lead to individualism and make resilience very difficult. The Humanistic Encouraging is the best method to fight the sins of power and competitive. It is the most important virtue of a leader because in the end it is the essence of team building. For an organization to be resilient, it needs the commitment of the whole group. This commitment is achieved by caring about people and having made them grow.

How this virtue can be enhanced?

If you do not possess it:

  • Increase interest in those around you
  • Listen actively

If you have an organization:

  • Coach and training others or ensure their training
  • Dedicate at least 10% of your budget to training your people
  • Dedicate at least 20% of your profits to training your people.

Don't miss the upcoming article in which we will look at our final virtue: Affiliative, an inescapable necessity to achieve resilience. If you want to know more about how to manage change and build resilient organizations, contact us!