How to help your team establish their ‘why’ 

Do you remember when you were in your twenties, and you mostly followed instructions from your bosses? Did what you were told, focused on mastering the tasks even when it wasn’t clear what it was all for.  When you saw something that seemed needlessly complicated, you dismissed it, assuming there must be some greater wisdom at work. Of course, you were intrigued, perhaps secretly wishing at least one of our bosses would illuminate some hidden truth. That they would let you inside the secret strategy circle. But the prevailing environment was ‘to do… not ask.’

And then you got lucky. A boss came along who was generous with her time and wisdom. They provided broader context, helped connect the dots and cut through the jargon. Life before and after such a boss is like night and day. Once you understand the WHY, the reason why things are the way they are, you can start a process of deeper thinking and engagement. Suddenly you realise why oil companies and can’t become green overnight, and humanitarian aid goes only so far.

This article champions the power of engaging people in discovering the WHY.   

Is the ‘why’ becoming more elusive or just good leaders

Gallup’s annual survey that tracks our collective relationship to work shows around 60% of us find little meaning and take little fulfilment from our work. Another report published last year by UK’s leading HR professional body, CIPD, cited as many as 90% of us were disengaged with our jobs.

The data clearly points toward a decrease in our overall engagement at work. Part of the reason is a blurring of previously distinct domains, work and life. Finding meaning in work has never been a more important topic. The evidence suggests we are moving beyond the old legacies of the protestant work ethic and 19th/20th century labour movements toward an age where our needs for meaning and fulfilment increasingly blur with the necessity to earn a salary.

In search of the authentic leader  

Our tolerance to suffer and sacrifice for work has eroded. At the same time our organisations have become more risk adverse. Where it used to be possible to have open, genuine dialogue, now there are tacit fears of causing offense. Leaders find themselves filtering their communications and following bland talking points.

This has contributed to a distinct form of disillusionment at work; boredom through banality.

We have created a beige-ness in our management ranks. Common sense has been replaced by systematisation and standardisation.

The Power of Meaningful Work  

When we understand how our work leads to something meaningful it is a revelatory experience. Employees who find meaning in their jobs are more motivated, engaged, and committed. They are also more likely to seek internal career opportunities and be vocal advocates externally.

This desire for meaning is especially strong among younger generations. Millennials and Gen Z employees, who make up the largest portion of the workforce in most companies, place a very high value on purpose. They want to work for organizations that align with their values and contribute to society.

It’s about Substance not Blurb  

It’s not enough for a company to have a strong mission statement. Often the existence of well-intended statements can become a distraction or a source of cynicism. Employees need to see their organisations, their managers and leaders walking the talk.

This requires leaders to be thoughtful, intentional, and above all authentic. It also requires that they communicate clearly and consistently about how each role contributes to a greater consequential outcome.

Our Top 5 Tips  

1. Define and Communicate a Clear Mission
   A strong mission statement can be a good start, but it must be more than words on a website. Leaders should consistently communicate the company’s purpose and values in ways that resonate with employees. Bear in mind a purely top-down approach here can be counter-productive. Often a collaborative dialogue can be far more fruitful and surprisingly creative.
2. Mutually Explore Deeper Meaning
   People thrive when they feel trusted. Understanding and being included in the broader strategic thinking of the business is one the most potent ways to engage people. Transparency around risks and opportunities helps people to do a better job and minimise surprises. Surprises might be nice for birthdays but never in a business context.
3. Align Business Goals with Social Good
   Companies that integrate social impact into their business strategy not just as an afterthought, can enhance the opportunity for a meaningful workplace. This could mean adopting sustainable practices, promoting a respectful and inclusive environment, or ensuring ethical supply chains. Keep in mind it needs to be value accretive – decarbonizing profits makes no sense.
4. Foster a Culture of Integrity
   Employees want to work for companies they trust. Leaders should prioritize transparency, ethical decision-making, and accountability. When employees see their company acting with integrity, they feel proud to be part of it. Above all act quickly to remove bad behaviours. What often torpedoes efforts is a misguided tolerance for those who act badly.
5. Pay Careful Attention to Degrees of Freedom
   Autonomy is the secret sauce to unleash discretionary effort. Be careful not to incremental-ise away human discretion. It’s easy to pursue centralisation, systematisation and automation efforts and forget how this constrains people. Make sure you constantly ‘defrag’ your organisation to ensure jobs continue to have impact and coherence.

In short – Searches for Meaning can’t be Systemized or Standardised  

Helping your team find their ‘why’ requires leaders to engage more authentically and genuinely. It’s about cutting through the bureaucracy and talking more plainly. About being unafraid to discuss the real underlying truths and aspirations of their business.

The irony may be that this is ultimately what energises us all. We have just forgotten.

Written by Dr. David Oxley.
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