In any organisation, leaders are expected to guide the ship, make strategic decisions, and drive the team towards its goals. However, as Phyllis Ndlovu, founder and CEO of Kisima Psychological Services, points out, employees also play an equally crucial role. It takes both leaders and followers to create a thriving and productive workplace, each bringing unique strengths to the table.
While leadership interventions often focus on what leaders need to do—creating empowering environments and setting clear expectations—less attention is typically given to the role of employees. But here’s the thing: employees need to step up, seize the agency offered to them, and help propel their companies forward. Of course, this only works when leaders are effective, enabling, and consistent in their approach.
Taking Ownership of Your Role
As an employee, it’s essential to take ownership of your contribution to the organisation’s success. You should regularly ask yourself: “What is my role here? How do I add value in achieving the company’s goals?” This goes beyond simply putting in hours for a salary. True engagement comes when you find purpose in your work and align it with your own aspirations.
If what you’re tasked to do doesn’t align with your personal goals, then you may struggle to stay motivated. “If it’s not the right fit, maybe it’s time to move on,” Ndlovu suggests. “But if you choose to stay, you must actively find meaning in what you’re doing. And remember, our brains have the amazing ability to adapt, allowing us to find purpose even in less-than-ideal situations.”
Providing Constructive Feedback
Feedback plays a vital role in any successful workplace. Employees who are brave enough to share feedback in a constructive and respectful manner help leaders adjust their strategies and improve work environments. “When employees withhold feedback, it places the organisation at a disadvantage,” Ndlovu states. “It’s not only detrimental to the work culture but also undermines the potential for growth.”
Accountability is a Shared Responsibility
Accountability shouldn’t fall solely on the shoulders of the leader. For a productive environment, accountability must be shared across the team. “If you notice a colleague struggling with performance or punctuality, don’t turn a blind eye. Approach them with care, check in on their wellbeing, and offer support,” Ndlovu advises. This creates an atmosphere of shared responsibility where everyone works together to ensure the team’s success.
Offer Solutions, Not Just Problems
One common pitfall is the expectation that leaders should resolve every issue. This is not only unsustainable but also limits the potential for collaboration. Instead, employees should engage with their leaders as equals, offering potential solutions rather than merely highlighting problems. “When employees bring solutions to the table, it shows they are invested and ready to contribute,” Ndlovu says. This approach fosters a sense of partnership, rather than a top-down, command-and-follow dynamic.
Creating Trust and Collaboration
From a neuroscience perspective, effective leadership creates a partnership of equals, which fosters trust. “When trust is present, our brains release oxytocin, the ‘trust hormone,’” Ndlovu explains. This chemical helps lubricate workplace relations, making collaboration smoother and more productive. Employees don’t need to be friends with their leaders, but they do need to maintain a respectful, collaborative relationship that unites them in achieving common goals.
As we head into 2025, I encourage you to reflect on your role in your organisation. Are you contributing meaningfully to your team’s success? Are you engaged in a way that aligns with your personal values and goals? Be honest with yourself. “If you’re not finding purpose in your role, it’s not sustainable—for your mental health or the health of the organisation,” says Ndlovu.
By finding meaning and contributing purposefully, you’re not only enhancing your own wellbeing but also helping to create a more productive, dynamic workplace for all.