A Low-Cost Way to Improve Performance

(page 2 of 2)

Improved Quality of Work

Introducing managers and employees to the beneficiary of their work taps into a slightly different and perhaps even deeper human need to believe that what we do is important—that rolling ourselves out of bed every morning serves some greater purpose. Making that connection doesn't just motivate people to do more work. New evidence also indicates that it improves the quality of work. For example, when radiologists see a patient photo before viewing that patient's X-ray, they actually make more-accurate diagnoses.

A large body of research in social psychology is now showing that the basic desire for meaning grows under threatening conditions created by times of war, natural disaster, and economic uncertainty. Times just like right now. So why not help your people use their jobs to satisfy that hunger for meaning, and create a substantial performance increase in the process?

I believe that most managers truly care about the well-being of their employees over and above their contribution to profitability. Unfortunately, they often feel forced to make a choice between organizational performance and employee well-being. Helping employees to see their work as more meaningful is one of those rare instances in which employee well-being is not just compatible with, but also contributes to, the organization's financial growth.

To start infusing a greater sense of meaning into your organization's work, Grant recommends these strategies:

1. Invite customers who have benefited from the company's products and services to come in and speak to employees about the impact those products and services have made in their lives.

2. Conduct surveys and focus groups about not how easy or fun your products or services are, but rather how to have a greater impact on the people who use them. Then communicate to your employees the specific role they can play in making this impact.

3. Collect stories directly from beneficiaries, and share them via town-hall meetings or on the company's intranet.

4. Structure group discussions about other beneficiaries who might value the work that employees do.

5. Provide recognition for employees who have gone above and beyond the call of duty to help beneficiaries in meaningful ways.

If you can increase the sense of meaning your employees feel, you should see a notable increase in performance and engagement. And who knows? You just might begin to find your own job as a manager that much more meaningful.

Nick Tasler is a writer, researcher, speaker, and consultant. He is vice-president of global research and development at Monarch Leadership, and was formerly the director of global R&D for the think tank TalentSmart. Tasler holds a bachelor's and master's degree in industrial-organizational psychology, and his ability to translate cutting-edge discoveries into practical solutions has benefited Fortune 500 companies, non-profits and small businesses in industries ranging from energy to healthcare and government to financial services. His book The Impulse Factor: An Innovative Approach to Better Decision-Making was awarded Best Career Book of 2008.

Business Exchange

Track and share business topics across the Web.