In the
Harvard Business Review article, “Getting Beyond Engagement to Create Meaning
at Work” the authors confess to polling strangers in the elevator what they
like about their job. Ulrich & Ulrich (2010) note that they received a
range of answers and most of them had little to do with salary or position, but
rather finding meaning in their work. The development of the meaning created by
the leader of an organization or developed introspectively. So why does meaning
matter?
I found a
quote from an unknown source that states, “The meaning of life is to find your
gift. The purpose is to give it away.” Meaning and purpose can define the
context in which we interact with our environments. If an action is pointless,
then it becomes much easier to wonder why doing it matters and if something
does not matter then should you do it at all? Thus, meaning in our lives
matters. As a Simon Sinek fan, his TED talk is forever on my short list of
inspirational material. Sinek reminds us people do not buy what you do; they
buy why you do it (2009). These words are as true for consumers as they are
members of an organization.
“Study after
study suggests that when employees experience meaning, their employers enjoy
higher rates of customer commitment and investor interest” (Ulrich &
Ulrich, 2010, para. 3). Attributes of the transmission of meaning are
creativity and tenacity. The level of challenge, emotional safety, autonomy,
and learning from experienced meaning-makers are also defining reasons for the
implementation of meaning (2010).
Change
management is a frequent function for those who lead their organization. There
are many reasons to reject a change, other than change may be one of the least
favorable words in our vocabulary. “Considering how much meaning can contribute
to building a sustainable and competitive organization, it’s important for
leaders to understand what makes an employee experience meaningful and what
role they can play in this process” (Ulrich & Ulrich, 2010, para. 3). Yukl
notes that promoting a desirable vision can influence change. Part of the
process is to assess and refine the vision (Yukl, 2013). Change agents that
infuse elements of “why” into the message of change, the purpose, and the
meaning better enable the internalization.
I am someone
who requires to understanding the meaning of the things I experience and my
professional experience included. For example, if my objective were to collect
one thousand clams I would want to know why that was important beyond monetary
qualifications. If I spend my time on something, I want it to make a difference
and to make a positive impact. Our time is a valuable, non-renewable resource
and is precious. Perhaps it is my millennial upbringing that colors my ideas.
As a dedicated, creative individual who wishes to make better that which I come
in contact with I am a proponent for meaning and enjoy sharing perceived
meaning with others.
References:
Sinek, S.
(2009) How Great Leaders Inspire Action. TEDxPuget Sound.
Retrieved
from: http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action
Ulrich, D.,
& Ulrich, W. (2010, June 2). Getting Beyond Engagement to Creating Meaning
at Work. Retrieved August 9, 2015, from
https://hbr.org/2010/06/getting-beyond-engagement-to-c
Yukl, G.
(2013). Leadership in organizations (8th ed.). Boston: Pearson
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