Incorporating the insightful concept that our most visible assets may not necessarily represent our truest or most valuable qualities, we find a powerful narrative in Bella Hadid’s transition from modeling to launching her own perfume brand. Often, individuals, much like Bella, might initially focus on the most apparent attributes they possess—such as physical beauty in Bella’s case—believing these to be their greatest assets in their professional lives. This is particularly prevalent in environments where specific qualities are highly celebrated or rewarded.
However, a deeper connection with oneself can reveal that these celebrated qualities may not align with one’s true desires or potential. This journey of self-discovery often begins with a feeling of unease or dissatisfaction, signaling a misalignment between one’s actions and inner self. It is through attentive self-reflection and honesty that an individual can identify and unearth their truest qualities, even those that might initially seem less apparent or valued by others.
For HR professionals and team managers, this narrative underscores the importance of creating a workplace that nurtures not just the obvious talents but also encourages employees to explore and integrate their deeper, perhaps hidden, strengths into their work. Managers can facilitate this transformative process by:
- Encouraging Broad Exploration: Allow employees the space to explore different roles or projects within the organisation, which can help them uncover skills or passions they hadn’t realised were pertinent or valuable.
- Fostering a Supportive Environment: Develop a culture where shifts in career paths or role changes are supported rather than stigmatis This support helps employees feel safe to express their realisations about their true passions or skills.
- Offering Tailored Development Programs: Implement development programs that are not only skill-based but also focused on personal growth and self-discovery. These programs should encourage employees to delve deeper into their own values and interests.
- Recognizing and Rewarding Authentic Contributions: When employees bring unique aspects of themselves into their work, recognise and reward these efforts. This not only affirms their value but also demonstrates to other team members the importance of authenticity.
- Maintaining Open Dialogue: Regular one-on-one meetings where employees can discuss their feelings about their work and their professional path can be instrumental. These discussions should be genuine and focused on understanding the individual’s experience and aspirations.
Ultimately, true alignment occurs when an employee’s work resonates deeply with their core self, evident in how they lose track of time while working, show organic motivation, and possess a strong inner confidence about the quality of their work, regardless of external outcomes. By promoting these values in the workplace, managers can help employees find roles that not only utilise their most visible skills but also resonate with their deeper, perhaps undiscovered, selves. This alignment not only increases job satisfaction and productivity but also contributes to a richer, more diverse organisational culture. This is what every organisation should strive for—where employees are not only fulfilling roles but are also truly fulfilled by them.
Lorena Bernal
Article published in Grapevine Magazine.
