Show Up For Work
By Dr. Lisa Sechrest-Ehrhardt
How do you show up for work? Most of us make sure we look good when we leave the house or prepare for a virtual meeting. Each morning, we pay attention to how we look, focusing on our hair, clothing, and makeup. We also determine what needs to go in our briefcase, what documents are needed for meetings, with whom we are scheduled to meet, and other important “To Dos” for our workday.
However, there is an equally important part of preparing for the workday that rarely is the focus of our attention. I am referring to the invisible, and sometimes not so invisible, parts of ourselves that we bring into the workplace. We are often not aware of this part of “showing up” for work. I am talking about the thoughts, beliefs and attitudes that come along with us when we interact with others in the workplace. Often this is not viewed as an essential part of a company, organization, or school’s bottom line, finished product or purpose. But it should be.
Our thoughts and beliefs can be conscious or unconscious, and they have can have a significant effect our daily interactions with others. Each of us carries a set of beliefs that influence our attitudes about and behavior towards others. Thoughts and beliefs are part of what social scientists refer to as cognitive process. Let me get a little geeky here by adding some important information regarding Cognitive Theory. Cognitive Theory suggests that cognitive process involves the brain’s mental process of obtaining knowledge and understanding knowledge. Our cognitive processes include thinking, remembering, knowing, judging and problem-solving (Beck 1995). Cognitive Theory is a psychological theory that defines human behavior as a product of the human thought process. The theory asserts that people’s conscious thinking is the foundation for “most behavior and emotional experience” (Walsh, 2006, p. 132). “People act and behave in ways that make sense to us based on our perceptions about ourselves, others, and the world. Additionally, Cognitive Theory is a change theory and explains the outcome of the social interaction” (Sechrest-Ehrhardt, 2018).
So, the “invisible and not so invisible” cognitive processes directly affect how we treat and interact with others. If our thoughts, beliefs, attitudes, and behaviors towards others are positive, our actions and behaviors can have a positive effect on the company’s, organization’s, or school’s bottom line, finished product or purpose. Conversely, negative thoughts, beliefs, attitudes and behaviors can have a destructive effect on an organization’s capability of meeting such goals.
Let us look at our thoughts as extra baggage. We all have been on a plane and witnessed the passenger who apparently missed the message that each passenger is permitted to bring one carry-on bag in the cabin. This person struggles to move down the aisle as they bump into other passengers with one or two bags past the limit. They disregard others as the have laser focus on getting their extra bags into the overhead bin and crammed under the seat in front of them. They are unaware of how their behavior affects others. And sadly, some are aware but do not care.
This behavior, the “extra bags,” is similar to the thoughts, beliefs, attitudes and behaviors that “show up” in the workspace regarding issues of race, ethnicity, gender, sexual orientation, age and socioeconomic status. Our cognitive processes paired with our social interactions with others can create a positive or a toxic environment depending on how we “show up.”
What are those beliefs and attitudes we have about others particularly those who are different? What are the possibilities that negative thoughts and beliefs about others turn into negative behaviors in the workplace? Disparaging remarks, exclusion and marginalization of those viewed negatively can and often do affect organizations on the micro, mezzo and macro (individual, group, system) level subsequently, influencing the entire environment.
When we look at the extra bag example, the problem is that the other person, is not the only one with extra bags. Sometimes we are the one with extra bags. We are the one who whose behavior is disruptive to the other passengers. We are the one who only considers what we need at that given moment. No one wants to be that person with the obnoxious attitude and behavior that can impinge on other passengers. No one wants to be the person who is called out by other passengers and perhaps the flight attendant. No one wants to that person who jeopardizes the company’s bottom line!
The good thing is no one need be that person. One way of not becoming that person is to learn more about ourselves and how our behavior shows up in the workplace. We need to become more aware of our extra baggage. We can become aware of our “invisible and not so invisible” thoughts, attitudes and behaviors, and we can engage in practices to enhance our self-awareness regarding critical issues such as race, ethnicity, gender, sexual orientation, age and ability.
Sechrest Diversity is dedicated to helping organizations become informed of the diversity, equity and inclusion (DEI) issues impacting the social climate in work environments and in the United States. Our DEI focus connects individuals, their mindsets, their actions, and behaviors so that they become engaged and self-aware employees who are more committed to achieving the organization’s purpose. Self-awareness is a journey worth taking.
References
Beck, J.S. (1995). Cognitive therapy. New York: Guilford Press.
Sechrest-Ehrhardt, L. (2018). What I think I heard you say: Learning how to improve challenging social and political interactions. In Hampton-Garland, P., Sechrest-Ehrhardt, L. & Cooke, B.G., (Eds), Socio-economic and political factors impacting American Political Systems: Emerging research and opportunities. Hershey, PA: IGI Global Publications (p.13).
Walsh, J. (2006). Theories for direct social work practice. Thomson, Brooks/Cole.
