Working on Purpose

Recently, I was talking with a colleague who commented, "I'm seeing more burned out, just hanging on until retirement, disspirited executives and managers these days than ever before." It could be his type of practice or we may be seeing more evidence that people want to have meaning in their work. Meaning can be filled with many different categories but it seems that it is in the human DNA to want to have a meaningful purpose informing their behavior and actions.

In my father's day, it seemed to be enough to have a "good steady job." I don't remember many discussions in our household about meaningful work. You just did what you had to do. I think Tom Brokaw called them "the greatest generation." So what changed? Apparently the nature of work changed along with the expectations of the worker.

Until my father retired the nature of his work changed incrementally and he had time to learn, practice and implement new skills. Today we are in what Peter Vaill calls our fast-pace and constantly changing work environment "permanent whitewater." Slow paced hierarchies controlled by dominant personalities and organizations overladen with multiple policies and proceedures can't cope. I fired my cell phone provider when my reasonable request was met with, "I'm sorry Mr. Vincent, its our policy and there's nothing I can do." What I wanted to hear was, "I understand your concern and I will help you."

The other change is this generation of worker. Gone are the days when the modern worker salutes at management's commands or mindlessly follows rules and regulations. S/he wants to be involved, be able to contribute and make decisions that will enhance the purpose of the organization. Most managers I work with understand and now know that 80% of their work is managing people. The rest is managing the content of the work.

"If all this is true," the average manager asks, "Do I have to go back to school and get an advanced degree in psychology?" Not necessarily. You may if you want to but the organizations I see flourishing with energy and momentum have clarified a meaningful purpose. What I don't mean is a slogan on the wall like, "Our people make the difference." Boring. What I do mean is something that comes out of the experience of serving your three key constituencies: customers, co-workers and owners. Personally I resonate to Men's Warehouse CEO George Zimmer when he says, "You'll like the way you look. I guarantee it!" That's a purpose everyone who works at Men's Warehouse can internalize and feel.

If meaningful purpose starts the energy-engine inside companies, its worth taking the time to ask your people, listen to their responses and make a statement that touches the passion of the staff. Its not everything a company needs to impact employee motivation, but IT IS the place to start.

Write me. Where have you seen this work? What's working for you?