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| DESCRIPTION | |
| When it's lacking: - The purpose of work seems to be the completion of one task...then another...and another... - The overall mission (assuming one has been articulated) is inward-looking. - Conversations about purpose focus exclusively on products, services, and money-making -- never on people. |
When it's thriving: + The organization has a larger purpose -- something beyond producing goods/services, making money, or even being the best in a given business. + Individual employees feel that their work makes a positive difference in some way. + "What I do contributes to the greater good. It may be in small ways, but it still has a positive impact." (The stone-crushers fully understand that they are creating a cathedral.) + The organization is mission-driven -- and not rule-driven. |
| EXAMPLES |
| "I'm selling sugar water to restaurants." That statement kept ringing in
Robert's mind as he went from customer to customer selling large-volume orders of
soft drinks. He notes that some of his colleagues seemed perfectly happy with their
work -- that other features of the job and the workplace provided them with fulfillment.
But for him, "I just kept thinking, 'This isn't helping anyone anywhere.'"
Today, he counsels families of children who suffer from severe behavioral and mental-health
problems. The work is so different in so many ways, not the least of which is the
constant pressure of dealing with emotionally charged situations. "But as exhausting
as it is," he says, "I can see on people's faces that my job makes a difference."
Written words can have tremendous power. As a daily-newspaper reporter, Marianne always knew this, and she wrote her stories with the goal of effecting positive change in the community. She tells of a time when everything came together: "There was a town in our reading area that had been ignored for years. City services were terrible -- it was big-time neglect, even though funds were available. I wrote a series of articles about the place, and they caught the eye of some elected and non-elected leaders who were in a position to do something about it. They did, and today you see a much different place." It happened decades ago, but Cerena tells the story like it was yesterday. Working for a community action agency, she and a team of colleagues received a grant to establish the first rural HMO. They knew this part of the country intimately and were all too aware of the awful health conditions. The HMO would restore health and bring a newfound sense of dignity to the area's citizens. As their work unfolded, it hardly seemed like work. When applying for the grant, they weren't simply filling out forms -- they were setting the stage for dramatic improvements in people's quality of life. And when the grant came through, they didn't "administer" it -- they brought it to life. "We were on a mission!" When the conversation turns to "purpose" and "mission," David thinks back to his days as an editor of children's books. The publishing company's top managers enforced a strict focus on the bottom line, and an extensive list of workplace rules aimed to keep employees in line. One of the rules even prohibited children -- yes, the customers! -- from company property. Determined to keep the larger purpose of his work in clear view, David engaged in the workplace equivalent of civil disobedience. He papered his cubicle with photos of children. |
| ACTION IDEAS |
| Involve as many employees as possible in talking about the purpose -- of the team,
work unit, functional area, region, or even the organization as a whole. "Why
are we in business? Beyond cranking out great products/services and making money,
what is our core reason for being?" Open dialogue can help people see how their
daily activities (relatively insignificant when thought of in isolation) contribute
to the larger mission (very significant). Get and stay in close contact with customers. They're central to the purpose of most organizations (or should be), so hearing from them on a regular basis keeps the mission alive and immediate. Call one (at least) customer a day, ask how they're enjoying the product/service, then open your ears and mind as they comment. If your business has customers on-site, consider a five-minute, face-to-face chat. Arrange an employee outing to see the company's products/services being used by real customers. This doesn't work for all businesses (life insurance?!), but when it does, it leaves unforgettable impressions. Example: A group from a publishing company -- one that specializes in children's books -- spends a few hours at a grade-school library. Example: A company that manufactures irrigation equipment meets with a group of farmers and gets to see the product in action. In a group of two to ten people who are closely linked by the work they do, pose this question: "What would make your/our job more purposeful?" Different people are likely to have similar answers, setting the stage for collective brainstorming on how to bring about change. Another good question: "What would make our group (team, work unit, etc.) more purposeful?" |
| Copyright 1998-2002 by Tom Terez and Tom Terez Workplace Solutions, Inc. P.O. Box 21444, Columbus, Ohio USA 43221-0444. Tel. 614-571-9529..mail@BetterWorkplace.com HOME | 10-Minute Briefing | Free Online Tools | Insight and Inspiration | Laugh and Learn | Buzzword Bingo | Kits, Books, and Tools | Keynotes and Services | Meet Tom Terez | Tell a Friend | Bronze Access |
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