By Mark Dembo
I spent many years of my career working in small companies and in my own business, and for some reason (maybe an inferiority complex) I always had this vision that somehow the big companies were smarter; that their sheer size meant that they must hold some hidden wisdom that was unavailable to the likes of us toiling away in smaller enterprises.
They would toss around big words and phrases like “performance process improvement” and “alignment of resources to the organizational strategy”…and I envisioned that someday maybe I too would see the light.
Well, now I spend my time working with some of the biggest organizational names in the world, helping them align talent strategy and organizational goals, and I’ve come to a grand conclusion; big organizations are not any smarter than the smaller guy. Organizational success ultimately comes down to the personal commitment that each individual makes to improve what they do each and every day..
Here’s how I see it–organizational success and individual success are inextricably linked. A recent study by Quantum Workplace showed that employee engagement can predict movements in the Dow Jones Industrial Average; the study contends that as employee engagement scores rise there is a corresponding increase in the Dow. If that indeed is the case, then we really can work to make a win-win.
Regardless of what the engagement scores show, it is ultimately up to each employee to take personal accountability to find the meaning in what they do. But they can’t always do this alone. A hallmark of a strong leader is the ability to create the right atmosphere where people WANT to do their best work: an environment where associates feel like they are making an important contribution, and where what they do is recognized and appreciated. The best leaders are able to understand and tap into this inner motivation for each member of their team. By doing this, we can create engaged workplaces that benefit each associate, the organization, and the constituents and stakeholders it serves.
How often do we take the time to think through and articulate, “what really matters to me, why do I do what I do” and how do we, as organizational stewards, help our employees do the same? Sure, most people do what needs to be done for a paycheck, but there should be more than that. In today’s ever-changing, fast-paced, stress-packed world, how can we help individuals find the deeper meaning and satisfaction in what they do?
Mark Dembo is a manager for Development Dimensions International (DDI).
Listen to DDI's Podcast on employee engagement.
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