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Jim Stroup


I love the "minimum daily requirement" way of looking at the hierarchy of needs.

I suspect that the key element of the findings are in the first: employees want meaningful and challenging work. If managers spent more time understanding and building upon this insight, we would see more progress.

Here's another winning phrase: the manager as mediator of satisfaction. This function is indeed a key role of management - there is nothing tangential or "new age" about it - just plain, hard-core management of people and assets. I would suggest that it also points to leadership's position as encompassed within and subordinate to management.

As always, really thought-provoking extractions from your catch on this survey - thanks!


Really interesting study. However, it's curious that not once is the actual workplace mentioned in the list when people often tend to spend more time there than their own homes. What priority do people give to their physical environment when looking for a new job?

Steve Roesler

Hi, Jim,

I always wonder, after looking back at a phrase, whether it's something that just makes sense to me or will others think, "Yeah, that's really the way it is." So thanks for the affirmation with those.

As for the leadership position position encompassed in management: Am working with another CEO who is involved in making some vast, concrete changes in an organization. He is doing this by being everywhere and guiding everything. (Not usurping other managers, but showing how to manage differently). He does this by example. So far, I've not heard anyone call him anything but a leader, yet he manages every day.

Steve Roesler


As far as I can tell, at least one person does:


Thanks for giving me a good reason to toss this into the mix:-)

peter vajda

Hi, Steve,

You say, "I know that's nothing new. But neither are the results of the survey. Which is why I'm thinking that we still have a way to go with applied management."

For me, one place to start (with the applied piece) is with the question to managers (after they've read the study and seen the priorities): "So, what do you think?" Some (newbies, for example) will often respond they "didn't know" in some form. So, an adventure in exploring the findings and working on ways to bring these into reality...from unconsciousness to conscious competence.

Others (a majority, in my experience)often respond with something to the effect, "Yeah, I know, I know, but...( and then just fill in the blank with their common excuse and look/listen for words or phrases that communicate "I can't" or "I won't".) For them, this is the place to start. What's underneath the "can't" or "won't": attitudes, know-how, time management, self-management, stress (in its myriad mnaifestations), socio-psycho-emotional reactivity, etc. Their exploration and adventure begins(or ends)here.

Steve Roesler

Greetings, Peter,

I hadn't thought about the two distinct approaches, depending upon one's experience base. That actually makes a lot of sense.

Thinking back over hundreds of organizational engagements in this area, your premise gets played out in this way:

1. If it's "can't", then the question is "What organizational system is stopping you, and how is that happening?"

2. In the event that there is no legitimate answer, then the next question becomes "Why won't you do it?"

Both of those lead to either a more productive reflection/discussion or a meaningless series of excuses.

They're both "Showstoppers" in their own way.

Thanks for the focus...

Rich Milgram

There is an evolution taking place in the workplace. As many baby boomers near the age of retirement, a new generation of 20-something year old Millennials are eagerly taking their places.

This new generation is more vocal about their job expectations than previous generations, which is why I wasn’t surprised by the results of the Accenture survey. Millennials want employers to go beyond traditional compensation and benefits to create an environment that is creative, challenging, team-oriented, fun, and financially rewarding.

In order to attract and retain key talent in the future, employers will want to continually reevaluate their organization to accommodate the needs and wants of workers from all generations.

Steve Roesler


You know, the point you make caused me to think this:

Previous generations had expectations of landing a job; the current generation has expectations of their job.

That takes the whole recruiting and retention task in a very different direction, eh?

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