Emotional infrastructure – Businesses learning from families

Emotional Infrastructure (EI)  – Businesses learning from the family

How do you build a great, long lasting company (team), where the leader knows how to create a sense of loyalty and passion in their employees?. Two Indians, Subrato Bagchi and Vijay Govindarajan  have come out with a novel ground breaking theory that is totally revolutionary.  They have come out with a study, as yet unpublished , called the ‘Emotionally bonded organization: Why emotional infrastructure matters and How leaders can build it.’

They believe that the ties that bind people to organizations at the emotional level are the hardest to destroy and are potentially some of the greatest assets of organizations.  Emotional infrastructure (EI) are the factors that motivate people to do their best for the corporate good.

It is a style of leadership that makes employees feel such a level of passion that they want to make personal sacrifices for the good of the company. The idea is borrowed from families.  The components of EI;

  1.  First is leadership proximity. Family leaders whether father, mother, uncle or grandfather are close to the family members. They call it as on-demand leadership.  Just as leaders in a family are available on demand, so should leaders in an organization make themselves available without questioning reason. And leadership has to appear as and when demanded by those who are being led. We are talking about servant leadership.
  2. The second is rituals. All families have rituals, which may vary from communities to communities and in cultures. The powerful thing about rituals is that they carry or convey ideas from one generation to another. So a leader in a company should create and sustain meaningful rituals that create the feeling of a family for employees.
  3. The third is non stop communication. Families communicate without any reason. In non stop communication you connect with a person instantly when there is need to connect. The instant connectivity is so valuable in organizations but is exactly the opposite there.

 For more information on this subject, refer to City times, March 10, 2008

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