“Meaning is a peculiarly individual and subjective thing. I wonder, if every worker pursued their own notion of meaning, how would that affect the corporate world?"
That question was posed a couple of years ago by my online friend and EQ expert extraordinnaire, the late Galba Bright.
It's a question that is related to the success–-or failure–-of every change initiative. Whether it’s about a new benefits package, introducing new technology, or figuring out where the entire family will go on vacation, meaning is the core issue.
Why?
Because when we retain what is meaningful, we have a sense of wholeness. When we have a sense of wholeness, we can–-by definition–-bring our whole self to the game. Conversely, if meaning is subverted in some way, so are we. Our enthusiasm and commitment diminish; only part of us is left, and it’s not the part that is ready to add value to the situation.
A Helpful Way to Think About Meaning, Worklife, and Change
Corporations are in business to earn a profit. Without that, there wouldn’t be jobs or money for employees. Heck, there wouldn’t be employees, products, or services. Without high-performing employees, there wouldn’t be highly profitable corporations.
Which means that both are giving and getting something out of the relationship. And that’s where I believe the frustration begins. The same people who would spend days, weeks, and months wining and dining a new love–-gazing longingly into the other’s eyes–-too often spend about 5 minutes sending out an email announcing a change that will impact work schedules, careers, income, and the well-being of families.
I’ve been involved in corporate life for more than 30 years. Most executives I know do acknowledge the personal difficulties inherent with change. But here’s where it gets icky: somehow, along the way, a particular defense mechanism has been allowed to serve as an acceptable “reason” for all kinds of behavior. And that is the phrase, “This is a business.”
When that is uttered, somehow everyone within earshot is supposed to nod knowingly, acknowledging that the business gods–wherever they are–deserve whatever sacrificial offering is required to keep them looking favorably upon that company’s shareholder value.
“This is a business.” Knock it off, we all know that. In fact, that’s why we’re all here!
We’re all here for another reason
"Business" allows us to fulfill some deeper sense of meaning and purpose in our lives. For some, it’s the work itself. For others, it may offer the means to buy a first home and start a much longed-for family. For still others, the location of the workplace may have meaning if one needs to care for elderly or suffering family members. And, yes, there are many who are working simply to have enough money to retire. They’ve decided that they’ll delay certain kinds of satisfaction so that they don’t need to worry during their later years.
They are all personal and all valid.
What gives meaning to your work?
Tomorrow, I'll share a real-life example of a corporate change, how it was done, what transpired, and the outcome to-date.
meaning will define the outcomes.
It is a responsibility of leadership to develop and absorptive capacity for change within the team. Facilitating and coaching the stake holders, employees, board members etc... to define the meaning of what is happening. This only comes from leaders who know the people and what lines of communication will be effective in defining meaning for them. Much as you wrote about how all work for a reason, knowing these reasons will make the change take place.
Yet this takes time, I know that.
Posted by: michael cardus | June 14, 2010 at 09:08 AM
Hi, Steve.
You point out an intriguing dynamic. People give up their personal time, their energies, their desires to do many other things in order to accomlish what is required of them at work. When a crisis emerges, however, they are often not rewarded, but punished. Excusing this is the mantra, "This is a business."
In no other walk of life are actions that hurt people's well-being damaged so easily, yet, when we pay that individual for their work, we somehow gain the ability to forget about him or her as a person? Rubbish.
I'm eager to read your story of transformational change. Hopefully, such thigns will become the norm.
Posted by: David M. Kasprzak | June 14, 2010 at 04:25 PM
Steve, Galba Bright meant so much to me. I was inspired to see his words here today and I know that he would smile to see how you have extended his post.
Though you love your work you also think much of your precious wife and I can remember how concerned you were during her surgeries and recuperation. She helps bring a lot of meaning to your work from behind the scenes.
Bill George, professor at Harvard also shows that good leaders engage people in meaningful ways. It's a difference in cutting down on one's ego.
Posted by: Robyn McMaster | June 15, 2010 at 08:04 AM
Michael
Yes, indeed, it takes time. It also takes a deliberate effort for leadership to have the kinds of discussions that allow them to understand the various "meanings" and how they can be energized for success.
Posted by: Steve Roesler | June 24, 2010 at 07:34 AM
David, thanks for weighing in on this one.
I think your "Rubbish" sums it up as well as anything. I continue to be baffled (but not surprised) at the ability of humans to treat other humans as widgets, then wonder why the widgets stop producing like high-performing humans.
That's what keeps us in business. . .
Posted by: Steve Roesler | June 24, 2010 at 07:37 AM
Hi, Robyn
I think that all of us who knew Galba continue to be touched by his wonderful spirit.
I recall when we were all with Bill at the World Business Forum last year; his book is a quick read and one that I would recommend to all.
Posted by: Steve Roesler | June 24, 2010 at 07:39 AM