If you are doing something at work, it should have a purpose and the purpose ought to be pretty important. I often times show up at a client’s office for a consultation and because I am a “ten minute early guy”, I chat for a few minutes with the receptionist or whoever else crosses my path. Most of the time, I ask a litmus set of questions. At one company, I found myself in front of the receptionist and asked her what were the three most important goals the company had for that year. Some of you may be smiling…., “Oh she’s just the receptionist!” When she did not know, I asked the next two people who came out to the reception area (one was a senior partner) and they could not tell me.
My client had a rather rough consultation that day. The next time I showed up for a consultation at that company, the receptionist recited for me the top three goals for that company. I then asked her what she was doing and which of those goals she was furthering by her actions.
Over a six month period, I experienced a growing awareness, focus and direction by those working in this company. That is a good thing.
What I next raised, as an issue, was meaning. The meaning we bring to our work can be a powerful leadership tool or an extraordinary gap between us and our work. Many people love their work. Enjoying what you do is different than understanding that your work has meaning (is important) to you.
Meaning is a fundamental issue for companies that want to grow and sustainably prosper. There are corporate examples of those who brought meaning to their work. Steve Jobs stamped his mission of meaning in to every concept, product and practice that Apple developed. At one point, Bill Gates did the same. It is powerful to see what happens when vision (one form of meaning) is gone.
What I would like you to consider is that even your smallest actions should have meaning. Your company is filled with people who are either doing their work with a sense of meaning/purpose or they are getting a paycheck. Which do you want in your company?
If you want zealots and advocates, don’t try and copy what has worked for other companies on a visionary level. Start with your own sense of meaning. Then communicate your meaning to others and help them find theirs. Notice, I did not suggest you have them adopt yours.
It is not realistic to think that everyone will get jazzed by the same thing you do. Figure out how you can unearth what they are, or could be jazzed about, and then support them in brining that to work.
What do you think works to find out a persons meaning? How do you help your employees bring meaning in to their every action?
