the quest for meaningful work

The quest for meaningful work is a central and defining feature of organizational life. For decades, employees have reported that the meaningfulness of work - the perception that daily responsibilities have broader significance - is more important than any other occupational feature, including income, job security, and the opportunity for career advancement. When day-to-day activities are marked by a deep sense of significance, individuals are poised not only to thrive but to weather the most daunting elements of employment, including challenging tasks, low wages, and stigmatized work. Likewise, the absence of meaningfulness has powerful ramifications, as one of the primary reasons employees disengage from their work is because it lacks significance.

"I'm Not Mopping the Floors, I'm Putting a Man on the Moon": How NASA Leaders Enhanced the Meaningfulness of Work by Changing the Meaning of Work. by Andrew M. Carton. Administrative Science Quarterly. 2018. Vol. 63(2)323-369

under, over, through, or around

In terms of day-to-day, did I ‘do’ anything? Probably not. My role was to simply not let the organization back up. If anyone presented a roadblock, I told them to go under, over, through, or around … any way to make it happen.

Eric Pike, CEO, Pike Corporation

"How the CEO’s leadership in digital transformation can tip the scales toward success," by Benjamin Finzi, Rich Nanda, Anh Nguyen Phillips, Tom Schoenwaelder & Dr. Gerald C. Kane. Deloitte Insights. June 28, 2022

the CEO is a change agent

The CEO is a change agent, recognizing that the world in their sector can be very different in a few years. They need to state their vision for what the industry or world will look like and then articulate how the company needs to change in order to adapt to that world.

Daniel Saks, CEO, AppDirect

"How the CEO’s leadership in digital transformation can tip the scales toward success," by Benjamin Finzi, Rich Nanda, Anh Nguyen Phillips, Tom Schoenwaelder & Dr. Gerald C. Kane. Deloitte Insights. June 28, 2022

redefine or change

Improving your leadership effectiveness requires behavior change. A 360-feedback process, when done right, greatly increases the chances that change will occur. When leaders find out that others see them differently than they intend or want to be seen, they have a simple choice. Either they redefine how they see themselves, or they change their behavior. For example, if others tell me that I’m rigid and don’t listen to a different viewpoint, the next time I’m in a discussion about a controversial topic, I’m more inclined to catch myself and listen. And if I continue to argue and hold tight to my views, I’ll be faced with the realization that the others’ perceptions of me were correct.

There’s also an increased likelihood of change if several leaders go through this process together. Social reinforcement makes it easier for everyone involved to be more receptive to new ideas and feedback. This is the same reason that working with a coach can help a leader to change; the coach holds leaders accountable for their commitments to change their behavior, and follows up to see if they did.

Jack Zenger and Joseph Folkman

"What Makes a 360-Degree Review Successful?" Harvard Business Review. December 23, 2020

i've heard that before

Leaders who go through a serious 360-degree feedback process will often reflect on a comment or piece of feedback and say something to the effect of, “I’ve heard that before. My (husband/wife/partner/roommate) has told me that, but I didn’t think it was that important.” But now, when a dozen or more people collectively observe that the leader isn’t a good listener, for example, the message is louder and clearer. The 360-degree feedback process underscores the seriousness and credibility of the feedback.

The anonymity of process means that the feedback was given by colleagues with the understanding that they would be confidential. The result is far greater honesty and candor. And, we’re happy to say that after decades of conducting and reviewing thousands of 360-degree feedback reports, we almost never see messages that are intentionally barbed or mean-spirited.

Jack Zenger and Joseph Folkman

"What Makes a 360-Degree Review Successful?" Harvard Business Review. December 23, 2020