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How To Help People Be Humans At Work To Drive Profits

9 July 2025/in Culture, Motivation, Workplace Psychology/by Sarah Clarke

Have you ever considered how the world is becoming more artificial? How people at work are becoming less human? More like automated machines.

Artificial is when something is made by humans, and does not occur naturally. Increasingly as humans, we are creating more and more imitations of nature. Think synthetic fibres, artificial flowers in offices – what is the impact of this in our workplaces?

In the age of rapid automation, AI and increasing performance pressures – the question is no longer, “How can we be more efficient?” but “How can we be be more human?”, because research shows us that this drives profit – repeatedly (HBR, 2023).

Workplaces have been designed around processes, productivity and predictability for many years now. Machines increasing our profitability through more efficient production methods, but in today’s world people are where the opportunities lie.

People are not machines. To be human at work means more than showing up and doing the job, it means showing up as a whole person. Being innovative, creative, happy and fulfilled at work, which in turns drives profits.

What does it mean to be human at work?

Being human at work means embracing the full spectrum of what makes us people. Because that is where the magic happens. Decades of leadership theory, team development and billions on training budgets, highlight how businesses have spent years trying to harness to the power of being human at work. But what does this mean?

It means that people’s feelings, ideas, imperfections, relationships, values and ambitions all come into the workplace. So people can feel connected, part of a team and work together to solve problems and make the world a better place.

However, for a manager of a leader there needs to be a different approach to leading – because we are not machines.

This includes:

1. Feeling, not just Functioning

Understanding how people feel and think, ensures that managers can help their teams to function effectively. Employees bring emotion into the workplace. Machines do not.

So it is time we stop managing people like machines. Whether emotions are positive or negative, it is vital that individuals, and teams, understand them.

Managing someone who is feeling frustrated, excited, apprehensive, angry or proud needs to be very different depending on the situation, and the individuals involved.

Understanding emotions, feelings and moods is vital, especially as moods tend to be less intense, but more persistent, than emotions or feelings.

2. Connecting is more than collaborating

We have all been there. A manager tells us we need to work more collaboratively. Or poor results or profit levels get marked down due to a lack of communication between teams. Like an assembly line in manufacturing, which goes wrong if elements aren’t connecting and working in unison – people are the same.

Genuine human interaction goes beyond team meetings, and project updates. It includes empathy, humour, trust and most importantly, difficult conversations, to ensure that connections are deep, meaningful, open and honest.

Humans thrive on meaningful connections, especially in times of high pressure, and this take work – to ensure authentic and meaningful connections where everyone lives up to expectations and works well together.

3. Learning from mistakes together

No human is free from mistakes. Making “faux pas”.

Feeling uncomfortable in new or unfamiliar situations. All humans make mistakes, and having a culture where people work together, learn from each other and take the time to reflect, adapt and improve is crucial.

Organisations need psychological safety across teams and businesses, just like a machine needs oil. Often you can’t see the work the oil is doing, much like psychological safety, however you do know when it is not there or has run out.

People who fear mistakes, hide mistakes and don’t reflect openly about what could have been better, are all behaviours suggesting a lack of psychological safety.

When this happens, fear leads to a lack of ideas or innovation and learning ceases. No one benefits, least of all the profitability of the business.

4. Purpose, plans & progress

People get bored. People become despondent. People want to make a difference.

Any work which becomes repetitive, mundane or lacking in purpose or the ability of someone to add value or use their brain can begin to create stale, unproductive environments.

Work isn’t just about hitting targets. It is about the quality of the work. The speed of the work. The difference which is made to others because of the work.

People need to know their contribution matters and aligns with something much bigger than themselves.

Think about when you have realised that you have wasted some time, effort or resources. The emotions and disappointment can be palpable.

Because humans want to make a difference. It is part of our DNA.

5. Fairness, respect & a sense of belonging

Humans need to feel like they belong. People need to feel like they are treated equitably.

Explaining why can overcome most examples of when an unfairness is perceived. People want to be heard, seen and supported.

When organisations fail to meet this basic human need, then people’s trust and engagement begins to erode. Discretionary effort tends to dwindle and the psychological contract begins to erode.

Initially, organisations or managers may not be aware of the erosion of the psychological contract but in time it becomes apparent. Either through someone leaving an organisation, or through the reduced productivity, dedication and belief the people have.

What employees say about an organisation on a Friday night is linked to how they feel when they get up on a Monday morning.

Why does being human matter for organisations?

Because treating people like human beings isn’t just the right thing to do – it is the smart thing to do.

Humans are not machines. So we shouldn’t treat people as such. Organisations that embrace humanity in the workplace see measurable benefits including, but not limited to:

Higher retention: People don’t leave jobs, they leave poor managers, in fact 2 out of 3 people cite a poor manager as the reason they leave a job (People Management, 2022)
Increased engagement: Human-centred workplaces foster motivation and loyalty (HBR, 2018)
Better performance: When people feel safe, seen and supported, they do their best thinking and work together
Greater innovation: Creativity thrives where difference is welcomed, not suppressed, and people belong (Forbes, 2023)
Stronger culture: A human workplace builds resilience, adaptability and trust which are all essential in a changing world and required more than ever for success tomorrow (WEF, 2025)

How To Help People Be More Human at Work

If you want to create a workplace where people can be human and thrive, then here are a few tips to get you started:

1. Design for belonging

Organisations have often evolved into what they are today. Investing in an organisational design review, to understand how to maximise the current people, skills, resources and expertise can add significant value.

Designing organisations, to utilise current technology and digital advances, whilst ensuring companies are designed for belonging, is critical – so people can feel safe to be themselves – and not just superficially fit in.

2. Involve people in plans

Employees usually have the answers, especially those who are closest to customers. Giving people agency, where they can ask, query and suggest ideas is crucial to ensuring effective plans which can be delivered.

A leader may have an overarching purpose, or plan, but it should be down to employees to design the detail because co-creating solutions ensures that ownership is built and resilience is reduced.

Creating spaces for honest conversations, feedback, leading with vulnerability and the ability to set a tone where people can all be vulnerable, have all be shown to create high performing cultures.

Yes there are “non-negotiables”, but when explained why these should make sense, or at least be understood as involving people with plans, can drive innovation and further improvements.

3. Invest in human skills & development

Leaders need to be developed so that they are equipped with emotional intelligence, and have the skills to be able to listen effectively, but it is not just their role which needs investment.

Teams need to understand each other, and the quicker the better. Coaching, development and behavioural insights help people understand themselves and others.

Ensuring all employees understand what it is to be human, and how to help develop each other, through effective communication are all critical to developing the foundations of strong teams.

This investment is not just training, it is real experiential development which occurs at an individual level to benefit the collective.

Why is being human at work more important today?

A decade ago workplaces were much less complex. Organisations were following well trodden paths which competitors had forged for them.

Being human wasn’t always an advantage, because work was about effectiveness and efficiency, so machines often delivered this.

But today, especially with the advent of accessible AI for all, being human at work is becoming a competitive advantage – not a liability.

If organisations want innovation, loyalty and resilience they must nurture and harness the very thing which makes these possible – the human spirit. Because when we allow people to be human at work, we unlock the best of them, and our business becomes the best.

Three people, who happen to all be female, working with laptop, paper, post its and pens littering a modern office as three look interested in the discussion being had.

Are you ready to lead and design a more human workplace?

In a world of automation, the real opportunity lies in unlocking the power of people.

If you’re looking to build a culture where humans thrive, and you want to harness the power of your culture to ensure your business performs – the team at Think Organisation are here to help.

Sarah Clarke is a Chartered Director and Principal Business Psychologist who helps organisations design cultures where people feel connected, valued and inspired to perform at their best. Steph Durbin is a PCC-accredited Executive Coach who helps leaders lead with empathy, clarity and confidence – especially through complex change.

Together, they offer the insight, challenge and support you need to create a workplace where being human is your biggest advantage.

More about Workplace Psychology

There’s more about Workplace Psychology in this Think Organisation Post:

Alternatively, copy and paste this link into your browser: https://cortex.clyq.co.uk/how-to-manage-high-performance-at-work/

Three Ways Employee Behaviour Can Impact Your Profit

28 January 2025/in Coaching, Culture, Leadership, Motivation/by Sarah Clarke

How we behave at work is down to the individual. Behaviour at work is down to the team, manager, organisation and society. Humans learn behaviours from their lived experience and other people. In reality, no amount of rules, procedures, operating models or surveillance can outweigh having staff who enjoy what they are doing, enjoy where they work, and enjoy who they are working with.

Sitting in a well-known coffee shop this week as I watched two members of staff discussed their recent Area Manager visit. The visit has been positive, which was a relief as we are 12.5 times more likely to share negative stories. The Area Manager had given them some ideas to work on before the next visit and both employees were discussing the options of how they could achieve this request. One highlighted some of the risks, issues and potential pitfalls of some of the ideas was the other came up with broader and broader ideas. After about ten minutes, during which there was some laughter and joviality the staff members had isolated a couple of potential options. They agreed to talk to the others and get their input and catch up later, which was good because at this point there was a run on coffee and cake as the morning rush took hold.

Fast forward a few hours, and I was back again, and a shift change and two new members of staff discuss the same problem as the afternoon lull takes hold. Initially I thought they were having an almost identical conversation to the morning staff but they weren’t. In fact, they were building on what the earlier team had been talking about. Taking their ideas, adding others and playing with options, risks, benefits and plausibility of the suggestions. Again speckled with some joviality, laughter but underpinned with focus: how do we solve this problem/challenge we have been set?

From the outside these behaviours may have appeared unproductive. In reality, to the casual observer these staff members could have been mistaken for not working. They weren’t cleaning tables, or serving drinks. But equally no one was waiting either. What they were doing was communicating with each other and working as a team. They were inspired by this challenge which has been set. It had given them purpose, direction and a focus. It had also given them a reason to work together.

1. Managing Behaviours

With clients, Think Organisation works on a preventative approach wherever feasible. The ability of managers to engage, inspire and provide direction for their team inspires the right behaviours. Not because people are afraid of what might happen if they don’t, but because they want to behave in that way and do a good job. Most people are people pleasers, and like to feel valued – it is part of our innate human psychology. Did you ever turn up at a job on your first day wishing you could be bad at it? Hoping you would get shouted at or belittled by your manager?

We didn’t think so.

2. Behaviour Guidelines

The organisation, and the manager, were clear about how the team could behave. Laughing, joking and talking together was great as long as there wasn’t a line of people waiting. Having a well-used, but clean and friendly, environment was also ok. But in that conversation everyone was aligned about what was ok, what was not and what might be a bit close to the wire. Discussions were had about these suggestions which were close to the wire. Which in many ways, reaffirmed the behaviour guidelines as the staff members discussed their own opinions, interpretations and understanding of what these meant. Interestingly and positively, one of the newer members of staff thanked one of the more experienced members of staff for explaining something to them from their own experience – role-modelling good mentorship.

Do you know what your behaviour guidelines are in your organisation? Do you know what is close to the wire and what is acceptable or unacceptable? Most importantly, do you know why those guidelines are in place?

The challenge is that humans often behave in a way, because that is the way they always have done. It is an unconscious assumption, and can often lead to detrimental far-reaching societal impacts. Talking to a friend earlier this week, I said ‘Ooo, that’s great – I loved it when I was just a Mother.’ The word “just” extends many connotations, and in many ways belittled the huge jump she was making in her career and life to put her family where they needed to be at that point in time. She had also been treated appallingly by her current organisation, who on paper said they were flexible, supportive and inclusive but in reality their treatment of her has led to this decision.

Whilst I noticed my faux pas, of saying the word just, I apologised this manager wasn’t open to the feedback or learning from their behaviours. The behaviour guidelines in this organisation were archaic, gender-biased and not fit for purpose.

Have you assessed your behaviour guidelines? Do you know why people behave as they do in your organisation? Are these guidelines helping deliver profit? Or are they having a detrimental impact on your bottom-line?

3. Freedom To Think

Being able to have the time to reflect, think and process our behaviours and our impact on others is invaluable. It was a previous manager who explained to me about the impact of adding the word just to sentences. Think about it – Are you just having one child? Are you just ok with that? Are you just a mum?

Back to our lived example this week. There was no rule, or time, set aside to allow this team of people to think. They weren’t brought onto a team away day, or pulled together in a large meeting room to discuss the current problem. The manager knew how to plant the seeds to get the problem fixed. Most importantly, by allowing this group of people to think and work together they were creating a team. A team of people who had high trust, psychological safety and brilliant cross-location communication. There were no silos in the problem-solving, and everyone was involved. We will let you know what happens next week, but for now, we will leave you with some practical insights and suggestions which you may find helpful if you want your culture to be the best it can be.

Ensure your boss, and you, have the same understanding of what your job really is. What needs to be achieved, what are the problems and who is going to do what? By when? This does not need to be prescriptive, action based but more goal and solution focused.
Notice, and authentically praise, behaviours which work towards the behaviours your organisation or team needs. Whilst the solution may not have been successful, or what they tried may have failed, this team worked together to solve a problem and they all felt part of it. The positive focus, praise and support each member of staff gave to each other was role modelled on the behaviours of the manager.
Speak and converse as soon as possible, especially if something isn’t right or working as planned. Include how the issue makes you feel, but also the impact on the organisation, team or customer. But don’t make it personal. One action does not make a person. A new starter who makes a mistake won’t have done it deliberately. It could have been they didn’t understand, or they were given misaligned goals or they didn’t have the skills required to succeed. Either way, the way managers response is key to ensuring that employee behaviours have a positive impact on profits.

How do you unlock employee engagement in the workplace?

3 April 2024/in Coaching, Motivation, Workplace Psychology/by Sarah Clarke

Do you enjoy your time at work?

We all spend a third of our lifetime asleep and a third of our lifetime at work (OWID, 2024), so it would be perfect if we could all enjoy our time at work. Organisations benefit with higher innovation and productivity when employees are highly engaged (Gallup, 2020). Employee engagement is defined as the level of enthusiasm and dedication an employee feels towards their job. It is about feelings, thoughts and behaviour. Understanding whether you enjoy your work is the first foundation in employee engagement.

To enjoy something is to take pleasure in a state, process, activity or action.

Decades of research and experience has led to Think Organisation understanding how a culture is created to drive engagement in the workplace. People need autonomy, mastery, purpose and affiliation to be engaged at work, or even content in life. This is based on the theory of Daniel Pink (2009), McClelland (1961) and Maslow (1954).

Being contented is feeling of happiness or satisfaction.

So think about how much you enjoy being at work? If you had to answer on a scale of 0-10, where would you score? What leads you to this level? How would you increase this level? The chances are it would relate to one of the four categories below.

Autonomy

Autonomy refers to the ability and freedom for individuals or entities to govern themselves, make their own decisions, and act independently without external control or interference. It implies having the authority and capacity to determine one’s own course of action. In the workplace, this means being able to decide how you fulfil your role. You know what needs to be achieved, but it is down to you to achieve it. The opposite to this is often called micro-management.

To measure your autonomy at work think about how you would respond to the following questions:

How much control do you feel you have over your daily tasks and decisions at work?
Are you able to work independently and make decisions without constant supervision?
Do you have the flexibility to choose how you approach your work and manage your time?
Are you encouraged to take initiative and innovate in your role?
How much input do you have in determining your goals and objectives?

It always helps to answer questions such as this using a 0-10 scale, as this gives more perspective. It also then allows you to think about, if I am at 6 then what would getting to an 8 look like?

Mastery

Mastery is the state or quality of possessing comprehensive knowledge, skill, or expertise in a particular subject, activity, or craft. It involves reaching a high level of proficiency and understanding through continuous practice, learning, and refinement of one’s abilities.

In the workplace, this means being able to do things with you enjoy and give you energy, usually based on your strengths. Mastery comes out of having a psychologically safe culture.

To measure your mastery at work think about how you would respond to the following questions:

How confident do you feel in your skills and abilities related to your job?
Do you feel challenged and engaged by the tasks you perform at work?
Are you provided with opportunities for learning and skill development?
Do you receive constructive feedback and support to improve your performance?
Are you able to apply your knowledge and expertise in meaningful ways within your role?

Purpose

Purpose is the reason for which something is done or created, or for which something exists. It involves having a clear sense of direction, meaning, or significance in one’s actions, goals, or endeavours. Purpose often provides motivation, fulfilment, and a sense of belonging or contribution to something greater than oneself. In the workplace, this means more than making a profit, which is an output of business.

To measure your purpose at work think about how you would respond to the following questions:

Do you feel that your work aligns with your personal values and goals?
What motivates you to perform well in your job?
Do you understand how your role contributes to the overall objectives and mission of the organisation?
Do you feel a sense of fulfilment and satisfaction from the work you do?
Are you able to see the impact of your contributions on others or society as a whole?

Affiliation

Affiliation refers to the act of associating or connecting oneself with a particular group, organisation, community, or cause. It involves forming bonds, relationships, or alliances with others who share common interests, values, or objectives. Affiliation can provide a sense of belonging, identity, support, and mutual cooperation. In the workplace, this is about having a team you can trust, a group of people who work with you and support you to achieve autonomy whilst ensuring you are not isolated.

To measure your affiliation at work think about how you would respond to the following questions:

How would you describe the sense of community and camaraderie among your colleagues?
Do you feel connected to your coworkers and the larger team or organisation?
Are there opportunities for collaboration and teamwork in your workplace?
Do you participate in social activities or events with your colleagues?
Do you feel supported and valued by your peers and supervisors?

In reality, there are no right or wrong responses to these questions, as it is all based on perception and personal preferences. The value of the questions is to get you thinking, and they can apply to work as well as other facets of your life. All of us need to earn money to feed, clothe and house ourselves and our dependents, which is why we spend a third of our life working. However, what if we could improve our level of enjoyment and contentment at work?

Research over the years has shown that improving autonomy, mastery, purpose, and affiliation in the workplace can significantly enhance employee engagement, satisfaction, and overall organisational performance.

10 actions your organisation could do to grow employee engagement

1. Encourage a Culture of Trust and Empowerment

Foster an environment where employees feel trusted to make decisions and take ownership of their work. Provide opportunities for autonomy by allowing employees to have control over their tasks, schedules, and projects. Understand levels of trust in teams and take steps to improve this if required.

2. Promote Continuous Learning and Development

Offer training programmes, workshops, and resources to support employees in developing their skills and expertise. Encourage a growth mindset and provide opportunities for employees to learn new things and expand their knowledge. Be mindful that some people will have a strong appetite for learning whilst others may need some encouragement. Understanding people’s learning styles can help with this.

3. Clarify Organisational Mission and Values

Ensure that employees understand the purpose and values of the organisation. Communicate the company’s mission and goals clearly and regularly, and help employees see how their work contributes to the larger purpose. Involving employees in the evolution of missions and values helps encourage buy-in but is not essential. The quality of the mission and values is how they help guide decisions and ways of working in the real world.

4. Provide Meaningful Work for Engagement

Design jobs and tasks that are challenging, engaging, and meaningful to employees. Align individual roles with employees’ skills, interests, and career aspirations to increase their sense of purpose and fulfilment. With the introduction of machine learning and artificial intelligence, there are new ways of working emerging daily. Utilising technology to enhance meaningful work is crucial for organisations to remain at the forefront of innovation.

5. Offer Opportunities for Collaboration

Create opportunities for teamwork, collaboration, and peer support. Encourage cross-functional projects, team-building activities, and social events to foster a sense of affiliation and belonging among employees. Any team which works in silo will be less innovative, less productive and ultimately less profitable. Ensuring effective communication between teams is crucial for employees to be engaged, and organisations to be successful.

6. Recognise and Reward Achievement for Engagement

Acknowledge and celebrate employees’ achievements, milestones, and contributions. Provide regular feedback and recognition to reinforce positive behaviours and accomplishments, which can increase motivation and mastery. This must be done in an inclusive format to suit the needs and preferences of the individual as well as the collective.

7. Promote Work-Life Balance for Engagement

Support employees in achieving a healthy work-life balance by offering flexible work arrangements, such as remote work options or flexible hours. Encourage employees to take breaks, vacations, and time off to recharge and prevent burnout. These can be agreed upon through ground rules or ways of working which suit the nature of the business and industry.

8. Foster Open Communication for Engagement

Create channels for transparent and open communication within the organisation. Encourage feedback, suggestions, and ideas from employees at all levels, and ensure that their voices are heard and valued. It is vital to understand automatic facial expressions and body language as part of this, as just requesting it is not enough. Leaders need to be open to embracing the information when it is offered. Frequently, this requires training and practice.

9. Invest in Employee Well-being to enhance Engagement

Prioritise employee well-being by offering wellness programmes, mental health resources, and support services. Show genuine care and concern for employees’ physical, mental, and emotional health, which can enhance their sense of affiliation and belonging. Often organisations focus on high-level activities (e.g. yoga at lunch), yet there is a much higher return from having a culture which truly supports wellness. Employees who are not psychologically safe will not be engaged, or high-performing over the long term, and yoga at lunch will not solve this problem alone.

10. Lead by Example to grow Engagement

Demonstrate leadership behaviours that embody autonomy, mastery, purpose, and affiliation. Set a positive example for employees by showing trust, providing support, communicating purpose, and fostering a sense of community within the organisation. Humans learn from others’ behaviours so role modelling is crucial to ensure high employee engagement is unlocked in your organisation.

By implementing these strategies, organisations can create a workplace culture that promotes autonomy, mastery, purpose, and affiliation, leading to higher employee satisfaction, engagement, and performance.

Think Performance. Think Excellence. Think Impact.

If you would like help unlocking employee engagement in your organisation then reach out to Think Organisation.

More about Motivation

There’s more about Motivation in this Think Organisation Post: Can Leaders Really Motivate Their Employees

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