These values include embracing and driving change, creating fun and a little weirdness, pursuing growth and learning, and building a positive team and family spirit.
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Research shows that workers are happier in their jobs when they have friendships with co-workers. Employees report that when they have friends at work, their job is more fun, enjoyable, worthwhile, and satisfying. Camaraderie is more than just having fun, though. It is also about creating a common sense of purpose and the mentality that we are in-it together. Studies have shown that soldiers form strong bonds during missions in part because they believe in the purpose of the mission, rely on each other, and share the good and the bad as a team.
In short, camaraderie promotes a group loyalty that results in a shared commitment to and discipline toward the work. Many companies are engaging in corporate challenges, such as bike to work day, wellness competitions, community service events, and other activities to help build a sense of teamwork and togetherness.
Best practice companies also communicate widely about corporate goals and priorities to unify everyone. Friends at work also form a strong social support network for each other, both personally and professionally.
A recent story in the Fairfield County Gazette in Ohio highlighted the power of workplace friendship for brain cancer patient Tracy Lee. This type of support also creates a strong sense of community within the organization.
Some companies — among them Google, DaVita, Dropbox, and Southwest — have built reputations for fostering comradeship at work. Creating comradeship at work hinges on the leaders of organizations. That is, companies can and should create and value camaraderie as a competitive advantage for recruiting top employees, retaining employees, and improving engagement, creativity, and productivity. I recently spoke with Gary Kelly, CEO of Southwest, who outlined some key points on how a leader can help foster a culture of camaraderie.
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First, Kelly notes that is it important for the leaders of the organization to have a vision for the culture. Related Searches.
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