Meaning

A511.6.3.RB

A person who finds meaning in something tends to work diligently with passion towards the experience and outcome of their efforts and sacrifice. Furthermore, one could assume that the fulfilment of purpose was created in favorable conditions and occurred as a monumental event. This unfortunately is not always so. In fact, “meaning” is a decision one has established that is centered on their values, beliefs and attitude. “A human being is not one thing among others; things determine each other, but man is ultimately self-determining. What he becomes--within the limits of endowment and environment--he has made out of himself” (Frankl, 1984). So what does this mean for leaders?

In order to be successful in today’s dynamic business environment, employees (teams) must be inspired, motivated and operate cohesively towards the organization’s vision. Moreover, as a result of completion, changing markets, and globalization; the need for meaning is more necessary than ever to weather the storm of change. Enter the leader. The leader has the awesome duty and responsibility to set the conditions for their subordinates (team) to remain focused, mitigate their stress and encourage a positive mental attitude towards the new direction. According to Yukl (2012), a leaders does this by “People-oriented actions include creating a sense of urgency, articulating a clear vision of the likely benefits, preparing people for change, helping them cope with change, providing opportunities for early successes, keeping people informed, demonstrating continued commitment to the change program, and empowering people to help plan and implement change” (p. 102).

Leaders that take the initiative to learn more about their employees, what makes them “tick,” or what they are passionate about; will have the ingredients to effectively develop them and set them up for success as well as the organization. “Those who succeed at creating meaning — either on their own or with the help of their boss — tend to work harder, more creatively, and with more tenacity, giving the companies that employ them a leg up in the marketplace” (Ulrich, D & Ulrich, W., 2010). Indeed, leadership is more than charisma and leading by example. It also involves establishing a healthy relationship with followers (team) in order to learn more about them and leverage their given talents. For example, in an article by Dave Ulrich and Wendy Ulrich, they highlight this very point by discussing a popular TV show called Undercover Boss.

When these executives leave the board room to experience the daily lives of their workers, they inevitably discover something simple but profound: Their employees are enormously gifted and committed. Good employees find meaning in the day-to-day routines of their work. A convenience store employee knows the names of the customers who buy coffee from her. She doesn’t sell coffee, she nurtures relationships. A children’s tour guide finds meaning connecting with the children on his ride. He isn’t repeating a script, he is creating an experience. Even a street cleaner finds meaning and pride in keeping an amusement park clean for guests.

Leaders are vital to facilitating change in a manner that allows their subordinates to remain productive and as little distracted as possible. They accomplish this with communication, commitment to their team and to the benefits of change. Learning more about those that work from them is essential to aligning the company’s vision with their follower’s passions and talents in order to give meaning to their work. Doing so will significantly contribute to their followers effectiveness and productivity; as well as proving a work force that is excited and flexible enough to achieve the company’s goals and objectives.

Reference

Frankl, V. E. (2004). Man's search for meaning: An introduction to logotherapy. New York: Simon & Schuster.

Ulrich, D. and Ulrich, W. (2010). Getting Beyond Engagement to Creating Meaning at Work. Harvard Business Review. Retrieved from https://hbr.org/2010/06/getting-beyond-engagement-to-c

Ulrich, D. and Ulrich, W. (2010). Leaders As Meaning Makers. Forbes. Retrieved from http://www.forbes.com/2010/05/06/finding-meaning-work-leadership-managing-ulrich.html

Yukl, Gary A. (2012-02-09). Leadership in Organizations (8th Edition). Pearson HE, Inc.. Kindle Edition.