Cover Story
was a required four-week unpaid vacation
for every member of the organization.
Barry-Wehmiller employees took the
system into their own hands and began
to trade vacation time. Those who
could afford to take more unpaid time
took on additional weeks, so that those
who could afford it less could take
fewer. In the end, the company saved
twice as much as it had originally set
out to save – and employee morale
actually went up! Trust and cooperation
were the natural by-products of employees
feeling safe and protected.
Leading through our shared
humanity
I believe that being a daring leader in
2020 and beyond will mean acting a
little more human at work and encour-
aging teams to do the same. Increasing
acts of vulnerability, as well as being
honest while caring deeply for your
team (i.e. being radically candid) are
two overarching ideas to increase trust
– and with it engagement, loyalty and
deep satisfaction in your work. Brown
reminds us that trust is earned in small
moments, not necessarily in grand
gestures. Pay attention and listen in
moments of genuine caring connection.
Reciprocal vulnerability between indi-
viduals in small moments is ultimately
how trust is formed.
Furthermore, Sinek reminds us that
@graphicarts
“leadership is a choice; it’s not a rank.”
Leadership and authority are two very
different things. We do what authorities
say because they have authority over
us, but we would not otherwise follow
them. Conversely, there are many
people with very little, or no authority
who act like leaders in organizations
by looking out for, and building trust
with, those around them.
Ultimately, leading through shared
humanity opens up the possibility for
more fulfilling relationships that serve
a greater purpose than the day-to-day
grind provides. We’re constantly told
that money doesn’t buy happiness –
and neither does a expensive home,
fancy car, or a (insert material item of
choice here). These things may be fun
and create a quick rush of excitement
that is sometimes confused for real
happiness, but the hedonic treadmill
under every human’s feet means that
these fleeting feelings require an even
bigger home, fancier car, or (insert
material item of choice here) to achieve
the same future high.
The question should be “what creates
happiness in life, and by proxy, in our
teams at work? Author and minimalist
advocate Joshua Becker, reminds us
that “doing the best we can, where we
are, with what we’ve been given” is a
proven strategy for a life filled with
meaning. Coming to work and doing
the best we can for the people we work for
by engaging in meaningful, productive
relationships is what strong leaders
already inherently know to be true.
Every day, there are opportunities to
strengthen personal working relation-
ships, which creates the groundwork
on which our best professional selves
can thrive. In 2020 and beyond, being
open to personal matters in traditionally
impersonal settings will separate the
good leaders from the great leaders.
Trust me!
Joshua Becker
Diana Varma is an Instructor at the
School of Graphic Communications
Management at Ryerson University and
the Owner of ON-SITE First Aid & CPR
Training Group, a health & safety
company that provides training to the
Graphic Arts Industry.
GRAPHIC ARTS MAGAZINE | November 2019 | 19