This month I’m doing a 30-day guided yoga “journey”, trying to establish a daily practice. At one point, the instructor stated, “Showing up is the hardest part.” For this process, showing up is the linchpin. Once you’ve stepped on the mat, you’ve made your commitment for the day. The practice will be different each day, but showing up is the singular requirement for establishing the practice.
I know, this feels obvious. Of course we have to show up to participate. It’s step zero. It’s often been so routine that the process barely enters our consciousness. The past year has forced many to rethink and reconfigure. As I reflect on this idea that showing up is the hard part, one question stands out:
What do we do to make it easier for people to show up?
We could ask this question for friends, family, fitness, any number of things. Here I want to talk about what we do to make it easier for people to show up for work.
Some things are very personal, decisions or rituals that help get ourselves out the door—or these days, for many of us, to the table or desk in our home. For me, adjusting to work from home involved creating a specific space for work and rituals to get my brain into the work frame of mind.
But showing up isn’t just a matter of personal responsibility and ritual. It’s intertwined with what we do, or perhaps more accurately the alignment between expectations and reality of what we do. Have we found the job and organization that meets our needs and interests? Do we have the skills and experience we need to get the work done? If not, are we getting support to get there or to move certain responsibilities off our plate? Are we even doing the work we expected to be doing, that was written into our job description? These are not things employees can or should necessarily sort out on their own. These are issues that supervisors and colleagues have a role in as well.
Work environment and culture come into play as well. Do we have a space that’s amenable to our activities? Do we have the resources we need or feel we can ask for them? How do the people work together? Are norms and expectations needlessly rigid or flexible? Does the group value autonomy or indulge in micromanaging? Does the mission and leadership inspire? Is there accountability and compassion, clarity and care? For many of these things, there’s no single right or wrong way, but again it’s a question of whether they’re aligned with our expectations. Are we managing others based on our assumptions and preferences, or can we adapt our approach to their style and needs?
This extends beyond general team dynamics though. We also need to look at the structural issues within our organizations. This is the work of creating an inclusive environment, with varying degrees of commitment and results. What can we do within our own spheres of influence to create a more welcoming place for those from marginalized backgrounds? What can we do to push our organizations towards critical systemic change?
Between a global pandemic, lockdowns disrupting work and education, amplified disparities in who’s bearing the brunt of health and economic impacts, a renewed focus on racism and white supremacy, an attempted coup in US… this is a moment when we’ve ceased taking things for granted. This is a moment, more than ever, when those of us in the position to help should be asking what we can do to make it easier for people to show up. And I deeply hope that we won’t stop asking.