The “We” in WeRobotics: Bringing Your Whole Self to Work

By Michelle Korir, Writer

A couple of months into my internship at WeRobotics, we had a team call to discuss our fundraising strategy. Having no direct experience with fundraising, I brought only my curiosity to that call. Based on my previous (and scanty) knowledge of the subject, I was prepared for a sense of uneasiness, perhaps some persuasive statements about how the organization was in dire straits and we would all be out of a job soon if we didn’t get our act together and wring money out of…somewhere. 

If I had anything at all to say during that call, I’d have been shocked into silence at the candor I experienced. Asked about our financial standing, Sonja, one of our Co-Pilots – without hesitation, I must say – laid everything out, even giving actual figures. Having never before encountered such financial transparency at a workplace, my first thought was, “Is she allowed to tell us that?” But she spoke with such ease and openness, as if to say, “Of course you have the right to know.” It felt odd, I realized, because that openness felt like freedom, which is unexpected at the workplace. Workplaces run on rules, thinly veiled threats, and information given on a strictly need-to-know basis. Or so had been my experience. And yet here I was learning for the first time that it is possible to be so transparent with your team that you tell them that nothing is off limits.

My way of being at work was noticeably changed after this. In my experience, it is natural, encouraged even, to be wary of your colleagues, to look over your shoulder always, to cover all your bases because no one is to be trusted. Too often, managers at work are quick to encourage employees to be open and honest, trusting and trustworthy —“We are family here”—without themselves showing any acquaintance with these notions at all. They expect trust without giving it. But work culture trickles from the top down, and during this conversation, I saw our Co-Pilots practise one of WeRobotics’ core values: walking the talk. I saw them not just lay everything out for us to work on together but be fully themselves while at it. To my Kenyan mind, surely if we can speak openly about money then we can speak openly about anything. The experience showed me that it was truly safe to be fully myself at work. 

Since that call I have learned a few things about being in a work environment that provides the sense of trust and psychological safety to bring your whole self to work.  

1. The joy of true connection and community

    When it’s safe enough to bring your whole self to work, you’re not expending energy enforcing the separation of life and work. Work becomes a part of life, and the people you work with are welcomed into the corridors of your home – both literally and figuratively. With a global team and a fully remote set-up, this connection becomes doubly important. How else will the team gel? 

   We have a channel on Slack used exclusively for sharing updates on weekend escapades, children’s theatrics, family get-togethers, interesting hobbies, major life events, and everything else that does not constitute “work”. The photos are always beautiful and heartwarming, and getting to see my colleagues involved in the business of being human cultivates a sense of belonging that makes it possible for even an introvert like myself happy to “hop on a call for a quick chat”. (PS. Because these people are fun, none of my quick chats have actually been quick.)  

    

2. The power of vulnerability 

   Your whole self includes the parts that you perceive as not so pretty, the revelation of which demands vulnerability. In many workplaces, to be good at your job is to have no chinks in your armour, which often leads to cultures of fear, isolation, and burnout. But vulnerability can be a strength rather than a weakness. 

   When a work culture makes space for team members to be vulnerable, it is easier for them to say, “I don’t know,” “Something went wrong,” “I need help.” This is what makes WeRobotics a learning organization. In the absence of the fear of repercussions, we gain the ability to see learning experiences where we would have previously seen mistakes. And it makes for a more effective team because when we can be vulnerable at work, we are more honest with each other, which allows the team to collaborate better. You don’t have to pretend you know everything or can do everything. You don’t have to act like everything is okay at home when it isn’t. 

   Instead, you can be open about gaps, knowing that the team will view it as an opportunity to grow together and say, “Okay, let’s figure out how we can fill them.” You can share what situation you are struggling with, knowing that the team will say, with deep compassion, “ We are here for you; how can we help?” 

    

3. Creativity and the willingness to try 

   Creativity is risky business. In many traditional workplaces, the pressure to compartmentalize yourself and hide aspects of your identity to fit into a prescribed mold often stifles creative work, which slows growth and heightens disengagement. 

   At WeRobotics, I’ve found that the freedom to be wholly myself translates into a workplace where when I say, “Hey, what if we do this thing?” I’m met with, “Sure, let’s try it and see what happens.” I am more likely to contribute my ideas and perspectives, more likely to speak up when I think there is a different way to do something. I have found myself naturally more engaged, more open-minded, more willing to look anxiety-inducing scenarios in the eye and say, “I am still rather terrified but I’m going to give it a shot anyway.” 

   The inclusivity that allows us to bring our whole selves to work creates an environment where diverse thoughts are not just welcomed but are appreciated as integral to our collective success. 

Work-life balance is often discussed but rarely achieved. The more I experience it, the more I become convinced that trust is the key. It is essential for high-performing teams because it encourages open communication, risk-taking, and innovation, leading to a more agile organization. Trust that your team can both live full lives and contribute meaningfully. Far from being mutually exclusive, the two are actually complementary. 

I have now been at WeRobotics for nearly two years, and my experience so far is one of possibility. It is possible for the workplace to be something other than a site of relentless endeavoring to prove your competence and manage the perpetual pressure of unattainable demands. It is possible for genuine community to exist in the workplace, a real, living organism where each part supports the others. It is possible for team members to be trusted into excellence rather than managed into submission. It is possible for kindness to take a central place in a work culture. It is possible for team members to feel valued for who they are, not just for what they can produce.  

As more organizations recognize the value of allowing their team members to bring their whole selves to work, we can move towards a future where work is far from just a tedious means to an end. It can be, instead, a fulfilling and enriching part of our lives, where we are liberated to be our true selves, bringing our full potential to everything we do.