Connecting To Work That Matters

Hi David, it's never too late to add to the dialogue :)

I like what you say about showing folks they matter...not just talking about it. There's a big difference there and when it comes to something this important, insincerity or half-heartedness can be read like a giant flashing neon sign.

I know this post has been around for a period of time but I love the concept of mattering. If people or the work does not matter than it really does not matter what you do. I think even less than dialogue on mattering is showing people that they matter. Looking at them, listening to them, yes, even loving them. We also need to ask them "what's the matter?" when something is not going right.

SilkOne, your comment made my day :) It sounds like you're beginning to ask some purposeful questions that will help you in your career and work as a manager. Keep focused on what matters. Let me know if there's anything I can do to help you. My best thoughts are with you in your career change journey. And I look forward to hearing more from you. Be well.

What a wonderful topic! I am in the process of changing careers after being an administrative staffer at a law firm for many years. In all of that time, only once has anyone EVER asked me what mattered or what made me feel valued as an employee. Fortunately for me, I worked with people who were supportive and were willing to allow me to take on larger responsibilities and projects when I asked for them -- which is what led me to changing careers.

In my new career, it is highly probable that I will end up managing a staff of my own -- I will most definitely remember this blog and attempt to make my team understand that they are valued and their work is meaningful (even when it is tedious/boring)!

Thanks!

Good question Chris.

I think the very best place to begin the dialog is with the question "Tell me about a situation where you felt proud or happy at work."

And then examine those situations that come up to find out when people perform at their very best. It IS a stretch for some organizations and some managers, who may be more used to looking at everything that goes wrong, but if we never stretch, how are we going to grow.

Most managers find that when they try this approach, it's actually a lot of fun.

Heather and Alex, I think you both add some terrific points about how management can and should do more to tap into what matters most to their people. I'd be interested to hear your thoughts (and those of others) on how to begin the dialogue. I imagine that one factor blocking this from happening is that it can feel strange to do in a workplace setting...as ridiculous as that may seem on the surface.

Like Heather's suggestion, as a manager I've made questions around meaning and purpose in work a kind of litmus test of the work itself. When one's work strays toward the place of disinterest or disconnect, then a great manager will help bring to balance.

Absolutely!

One of the deepest human needs is the need to make a difference. Place people in situations where they're helpless, where there's no way they can contribute, where they don't matter and they feel terrible.

Of course we want to matter - and it's a little bit sad that so much of management theory is about motivating employees to work, when that is what they naturally want to do - until bad management gets in their way.

Great post, Chris! It's really so simple to talk with your team about what matters to them (you can't make assumptions because we all have different definitions about what feels "meaningful" about work)

You can use this information to enhance their jobs, to plan for opportunities for them, and to continue a dialogue about why they're unhappy (if applicable) and what could be done about that.