Due to the archaic model of thought that still dominates companies and their way of showing themselves before society and in front of their own people, creating identification is not an easy task, making it more attractive to venture into the path of commitment and sell its effects as the panacea of contemporary administration.
But in the face of the unequivocal reality that forces us to accept that having committed personnel is more damaging than beneficial, the idea of identifying becomes demanding and many wonder how they have to do to achieve such a precious sample of connection.
The answer is somewhat more extensive than what will be presented here, as this is simply a summary of its content; but without a doubt what will be described below will allow locals and foreigners to observe a known source of identification that has simply not been fully exploited: sport.
Ah, but the reference does not have to do with the traditional paradigms that surround it, such as leadership, teamwork, goals, strategic planning… and many other points of interest and very valid, by the way, up to a point. When the sport has been pointed out in the previous paragraph, it is not speaking of the teams but of those who make them possible: The fans.
Let's see.
A fanatic invests money in caps, flannels, badges, flags and everything that identifies him with his team. He is able to reduce the time of attention to his family, stop eating, bear the sun, rain and cold. He is loyal, he knows the team he supports and his history and, above all, the only thing he expects in return is the emotional satisfaction of seeing him win and even compete.
So is. A fanatic does for his team what the companies dream they do for them, because if they were the ones that required their employees to do everything that they spontaneously do for the sports teams that follow, they would undoubtedly leave union or independent representatives pointing out that the organization demands more than it gives.
People who follow a team or an athlete do so because they feel identified; they know that the achievements they achieve are not theirs, but they still feel it their own. They support them, idolize them and feel emotionally connected in such a way that even when they lose they have faith that the next day will be better.
Unfortunately, this summary does not indicate how, as explained in the chapter that I have developed in this regard; But companies must try to generate in their collaborators the same feeling of identification that unites them to a baseball, football or basketball team, to name a few, making this dedication and dedication as representative or even more.
As long as this does not happen, the company will continue to throw time, money and dedication in training sessions, commitment and performance evaluations in a bottomless pot, simply because it will have in its ranks "workers", nothing more, understood by these people who they have to fulfill the obligation to do their job, and to do it well under pain of losing it.
But if instead of continuing to feed that failed linear and anachronistic thinking, companies were to seek emotional ties with their collaborators, that make them true fans of what they do and for those who do it, the identification would be such that they would not have to require, for example, the use of the card, the performance of overtime, teamwork, or waste time on measurements of organizational climate.
Everything would flow. Of course, this would obviously require a maturity and a completely different conception of the image and action of the company, which, under the shadow of generally accepted administrative paradigms; it is far from possible.
