Humility and the Organisation

What catches my eye today is the news about Twitter’s CEO serving coffee and cookies to the staff at their London office. Not just that but also as per the newspaper report, a stand-up comedy show followed this with him performing for the employees. What a great feeling gets incited within when one hears such things.

It’s not certainly uncommon to have events that are aimed at team building for the corporates. However, when the top management is engaging with the company’s human capital, the message, and the impact are different. The impact of such activities is always very strong on the employees, and percolates down to the hierarchies and spreads across laterally across all geographies, even if they weren’t directly exposed. 

It sends out multiple messages and does not just show the organisation as an employee-friendly one. While that of course is there but what’s hidden is much beyond the obvious. An act like this establishes faith and trust in the top management’s commitment, involvement, attachment, dedication, promises, responsibilities, concerns, and interests towards their staff over the long run.

It also creates a positive atmosphere of transparency, accessibility, openness, frankness, and honesty coming right from the top of the organisation. It instills these values right across the entire value chain as they are being exhibited at the topmost level driving the organisation’s growth. Indeed the best way of showing by doing it rather than talking about it. It becomes an inspiration, motivation, and encouragement triggers a great deal of enthusiasm across the staff and spreads all over the world.

Humility and modesty are among the best human values that teach people to love, respect, care, and value each other’s existence. They promote cohesiveness, stickiness, bonding, and closeness among people. If these values disseminated by the top management are even mimicked by the rest of the staff, it can add great value and facilitate a closely bonded workforce.

In the age where people are the biggest assets, such a value-driven approach from the top management makes a big difference to any work culture. With the world connected so much and the news trickling through almost instantaneously, any positive news always makes a strong impact on geographies. An event in London could very well affect and boost the employee morale across all other offices thereby creating a stronger, loyal, trustworthy, and faithful bunch of staff.

Moreover, the message across the stakeholders, external audiences, shareholders, and current & future investors is very strong. This can powerfully affect big deals related to mergers & acquisitions, buyouts, takeovers, sellouts, equity transfers, and other financial issues being dealt with by any organisation.

Sometimes even a small gesture can trigger a large impact as far as the employees are concerned. It can aid them in deciding upon their future course of action, career moves, choice of the organisation after their current stint, choice of roles, choice of job opportunities, etc. Any professional behaviour from the top management is the most impacting on the minds of the employees of any organisation.

At the same time, even a little bit of arrogance, hostility, and anger by the top management shown wrongfully towards a single employee has equal potential to cascade through the value chain putting the whole organisation an embarrassment.

Humility and a people-centric attitude coming from the top management are one of the greatest virtues of corporate behaviour that can bring in the strongest trust among the organisations’ talent pool.

The views and opinions published here belong to the author and do not necessarily reflect the views and opinions of the publisher.

Praveen Nagda
Praveen Nagda is the CEO of Peregrine Public Relations, a full-service corporate communications and public relations consultancy firm delivering a pan-India reach to its clients. He also heads White Coffee, an independent events & celebrity engagement company.

Praveen has been closely associated with many national and international events related to cinema for children, art and culture. He has a well-rounded experience that cuts across all key sectors of PR & Corporate Communications.

He started his career with URJA Communications, an advertising agency specialising in technology brands, where he was instrumental in developing the PR division. Post this, he had a stint with Horizons Porter Novelli, a global public relations consultancy. Thereafter, he was heading the IT & Telecom division at Clea PR, a leading Indian public relations and communications company followed by a fairly long stint with Omnicom Group agencies viz. TBWA\India and Brodeur India.

Be the first to comment on "Humility and the Organisation"

Leave a comment

Your email address will not be published.