A few things employers cando to help create a more meaningful —and profitable — workplace:
Everything in the world that isn’t growing is dead. Trees, flowers, grass, animals — if they aren’t growing, they aren’t alive anymore.
The only exception to this rule is people. People can stop growing and still be alive, but G-d created us with a purpose — to grow. This is true in all areas of life — and it’s true in the workplace as well. Many employees today view their workplace as somewhere they have to be, not a place they want to be. But a job should be a source of fulfillment, a place where the work is challenging and opportunities for growth abound. At work, individuals should be able to grow every day toward the goal of realizing their unique potential for the benefit of the whole.
DEFINING “MEANINGFUL WORK”
What makes work “meaningful” is very individual. Some people thrive on being creative, while others are drawn to problem solving. Some people are energized by interacting with and helping others, while others enjoy the freedom of independent work. It’s important that employees be placed in a purposeful role that fulfills them. Fulfilling work translates to higher productivity, and higher productivity means higher profitability. That means everybody wins, the employer and employee alike. Here are a few things employers can do to help create a more meaningful — and profitable — workplace:
THE RIGHT MANAGEMENT
The first step to creating a meaningful workplace is ensuring that the managers and supervisors help their team grow. That may seem obvious, but unfortunately, in many businesses, managers are essentially babysitters who control and often micromanage their employees. Not only are managers too overpaid to play this role — but this approach also doesn’t yield the best results. Further, employees desire autonomy. Good managers empower each team member with the tools, resources, and encouragement they need to execute their responsibilities and reach their potential. The best managers understand people’s different personality styles and know how to enable and inspire their employees to do their best work. One of the companies we consulted for had an issue with a manager who was spending 90 percent of her time micromanaging her employees. Because of this, she barely had any time left to focus on the company’s growth, leaving her manager questioning why he was paying her to do just that — and creating a team of frustrated people. By working with her, we helped her learn to let go and trust her employees more. This led to them working harder and her being much happier, plus it freed up her time to work on bigger initiatives and projects. Oftentimes, a new manager can transform a team and production can skyrocket even when no members of the team change. Practically, managers should take time to get to know their employees, help them grow their skill sets, and move them into positions where they can use their strengths and excel.
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