Written by Roxanne Brown.
Imagine this: You love your work. You love being absorbed by it. You feel your life’s purpose reflected in the work you do and you can see the impact it’s having. Your family and friends are proud of you and the work you do. They can see why it’s important, why it drives you. Even on those most hair-raising days leaving you completely rung out you still feel deep satisfaction because you know your energy and time is worth the effort.
Nirvana, right? Maybe this is you today. Or, maybe this was you at some point in the past or something you wish for. The question is, how can you cultivate meaningful work?
Turns out even if you don’t have a deep, meaningful connection to your work today, there are still ways to bring meaning into your world of work without leaving your current position.
Like what? Well, you could…
Of course, this assumes you’re in touch with what makes work meaningful to you. If you’d like to explore that a bit….
How can you create meaningful work for your people?
I was surprised by a recent conversation I had with an administrative assistant at a non-profit organization. As part of a meeting series with each member of their 20-person staff, I noticed every person I met with was enthusiastic and highly engaged in where the organization was headed. By the time I met with the administrative assistant (which was after several meetings), I was struck by the difference in energy level and how little he had to share in contrast to the rest of the team. After a while he revealed that he did not feel his work was particularly meaningful (I’m paraphrasing). Exploring this, he said he understood the importance of his role to the organization and he enjoyed working with everyone on the staff. That wasn’t the problem. It seemed to him, though, that all the members of the staff were doing work they were really passionate about. By comparison, his work seemed far less significant. He spoke as if he were resigned to this, as if that’s all he could reasonably expect in a role like his compared with the role others played. He actually seemed demoralized! Clearly, I was not expecting this.
With his permission, I shared my notes with the leaders of the organization. I just knew the leaders would love to find a way to involve him in projects he would find meaningful. They just didn’t know how much it mattered to him! And, that’s exactly what they did.
So, what can you do for your people?
And, to prepare for those conversations, here are a couple things to do in advance and have with you:
Imagine how inspiring this would be for your team to hear you say! People want to feel like they’re part of something important, like they’re making a contribution that’s real. They also want to work for an authentic leader so be careful not to manufacture meaning where it doesn’t really exist. You’ll know in your gut if you’re forcing it.
Doing this for your people may help you discover more about what makes work meaningful for you and what areas to expand. With just a little focus, you can make purpose and meaning become more and more integrated into the culture of your team.
Go forth with meaning
Written by Ed Cook.
Is there anything that brings on the overwhelming urge to yawn more than a corporate mission or vision statement? This is supposed to be the company’s description of what it means to work there. It is the expression of purpose. But, (yawn)... it is often an example of mediocrity and stale wordplay. What makes me incredibly sad is that people crave purpose. Everyone, customers, employees, the lunch lady, everyone. And it is not all about money, as in cost for customers and pay for employees. It is deeper. Dan Pink’s book, Drive: The surprising truth about what motivates us, illustrates the impact of intrinsic factors like autonomy, mastery, and purpose as much more powerful drivers than money.
If everyone desires an expression of purpose, then companies would smart to describe that purpose in a statement that has meaning, real meaning. But how?
One way NOT to do this is with Corporate Mad-Libs. I love this phrase! This is the corporate jargon version of the Mad Libs” books born in 1958 where you inserted adverbs and nouns and other parts of speech to create funny stories. Every corporate citizen knows about these (lack of?) purpose statements:
These are meaningless. Worse, they pretend to have meaning when clearly they do not. They are corporate blather, insipid rhetoric, dunderheaded inspiration. I could go on with the Mad-Libs but you get the point. One way to tell if your purpose statement is useless is to state it as the opposite. If it’s foolish, then your statement was not all that valuable. For example:
Of course the opposite is idiocy, so why say your purpose is to maximize shareholder value. It doesn’t provide any direction for decision-making. It doesn’t inspire. It doesn’t do anything of value. These statements meet the test:
To get more specific, these are vision statements. They describe the bold future of the organization. The mission statement has the particulars of how a company does this and for whom. The two statements are linked because the vision statement should inform the mission statement. I like the three vision statements above because they do not get bogged down in the industry in which these companies are a part. They are bold statements of something well beyond themselves. The mission statements, however, do speak to the industry and the specific customers. They provide more of the guideposts to make decisions.
I’ve previously written about the “Leadership Bubble” as way to help employees grow and learn. The mission statement should be tool that help the leader determine how tight or loose the bubble should be because it provides the markers of success. By bringing their employees minds back to the mission statement, leaders can help focus the work that they do making them more successful as individuals and the mission more likely to be fulfilled. The vision statement should be the thing that gets people interested in coming to work. A vision statement can even be for a project.
In Roxanne’s post: “How To Lead A Change You Dislike And Win For Your People,” she guides a leader through the process of dealing with their own feelings about a change. What if they were inspired by the change instead of turned off? The leader’s energy would flow through to the team. A well-crafted vision statement can do that.