While reading HBR’s article entitled “What Peter Drucker Knew About 2020”, I found a very good & simple descriptive of knowledge workers, including why we can seem to break the barrier to greater engagement of today’s workforce.
It’s not an old problem, it’s just one that many people don’t seem to know how to properly address because they use gimmicks & so called best practices, instead of calling upon a professional that experienced in more than just creating a powerful mission statement.
The secret is in converting the attributes of that mission statement into catalysts for decision making in everyday business. Identify the attributes of your Mission Statement, categorize them into long term (brand building) or short / medium term (results building), and them keep them at the top of every decision matrix you employ. Don’t know how to easily do that? Ping me & I’ll show you how.
Start out by providing a much stronger sense of purpose
Survey after survey reveals that the vast majority of employees are not engaged in what they do. One big reason is the failure to connect people’s jobs with a larger sense of purpose. Too often, the organization seems to be an end in itself; no meaningful link has been forged between the daily tasks of the enterprise and how they serve the customer and better society. “What motivates – and especially what motivates knowledge workers – is what motivates volunteers,” Drucker wrote. Among other things, “they need to know the organization’s mission and to believe in it.” A paycheck, even a fat one, is not enough. No longer can organizations expect to inspire “by satisfying knowledge workers’ greed,” Drucker counseled. “It will have to be done by satisfying their values.” (excerpt from “What Peter Drucker Knew About 2020”)
What’s simple isn’t always easy
It’s not a layup that employees can identify with a corporate purpose. Consider the following, also found in the Deloitte study:
- 47 percent of executives strongly agree that they can identify with their company’s purpose, compared to just 30 percent of employees.
- 44 percent of executives say leaders set an example of living that company’s purpose. Only 25 percent of employees agree.
- 41 percent of executives say the company’s purpose plays a role in major business decisions, compared to 28 percent of employees.
- 38 percent of leaders say their organization’s purpose is clearly communicated, compared to 31 percent of employees.
In other words, even if you think you do a good job of bringing your company’s purpose to the forefront, you might very well be wrong. Gallup has also created a seven-step plan for developing your company’s mission statement, specifically for the purpose of leveraging employee engagement. (excerpt from “How a Sense of Purpose Boosts Engagement”)
Gallup’s Employee Engagement Hierarchy
How does your company stack up when asking these 12 questions? What can you do about it within the next 90 days? need help with that? Ping me & I’ll show you how.