We hear the term Human Resources a lot, and HR departments are found at companies large and small. And most of these companies spend billions of dollars with staffing agencies and executive search firms to hire candidates that are a best fit or develop talent within. But have you ever stopped to really consider what the term really means?
William R. Tracey, in The Human Resources Glossary, defines Human Resources as: "The people that staff and operate an organization.” Businessdictionary.com states that it is the “scarcest and most crucial productive resource that creates the largest and longest lasting advantage for an organization. It resides in the knowledge, skills, and engagement of people…”
Let's take a look at a key distinction in how the two types of leaders' energy and level of emotional intelligence (EI), treat and think about their human resources – the people that work for and with them.
Catabolic leaders take advantage of the people around them. A catabolic leader looks at the people around him/her and only considers what the others can do for them and for the organization. Employees are like pawns in a game that the catabolic leader controls, and neither their feelings, nor developmental needs or contributions are considered. Thus, they are exhibiting a low level of EI.
The catabolic leader rarely, if ever, gives credit to anyone else, since he/she believes that when employees work for them, they own them and all of their accomplishments. Likely to be bossy and condescending, the catabolic leader puts themselves first, always having to be right and feel superior. And so, it shouldn’t be surprising that most catabolic leaders are met with exactly what they expect: new or current employees that present problems.
Many leaders have limiting beliefs about emotions. Many believe that you are not supposed to express yourself, and in fact, some work environments directly or subtly discourage expressions of emotions. The reality is, we are emotional beings, and not allowing emotions to be expressed creates catabolic behavior.
Anabolic leaders, on the other hand, understand the importance of EI and power of 'building energy' to experience good success. They utilize, instead of use the people around them. An anabolic leader, having the belief that all employees have something to offer, looks for ways to incorporate staff talents and company needs. This leader sees employees as gifted and full of potential. Anabolic leaders help team members find their gifts, and utilize those gifts to best serve the organization, as well as the team members themselves. They recognize the knowledge and skills of those around them, and they act in ways that make others truly feel like partners. Greatness is expected, and thus received.
Anabolic leaders coach their team members, using important skills such as listening, acknowledging, validating, championing, and visioning to create better relationships and make each of their team members a leader in his or her own right. EI is a vitally important dimension of awareness for leaders. And so, accordingly, anabolic leaders find solutions in those people around them.
The Human Resource Department in an organization is often the place that seems to deal with all the “problems” that arise. Remember, EI is not about just expressing emotions, it's about expressing appropriate emotions at the appropriate time. If leaders saw the people in their companies truly as gifted, talented contributors, what a different place and focus that department might have.
Think about how you and your organization's current hiring approach, development and treatment your human resources. Are they problems needing help and solutions, or true resources to be nurtured, developed, and empowered?