Now, not only do we seek to practice our skills in order to earn a paycheck, we strive to gain recognition for our contributions, and we yearn to experience a deep sense of fulfillment and meaning from our work. In short, we place a whole lot of emphasis on where and how we’re willing to spend that irretrievable 85,000 hours of our professional life; and smart leaders understand that fact.
- Beyond a certain baseline level of pay and perks, giving your employees more money will not guarantee their engagement and loyalty, nor will it help them develop that essential connection between their own purpose and passions and the job you’re asking them to perform.
- Millennials and baby boomers have more in common than leaders might expect. Both groups are searching for more personal fulfillment from their jobs and are becoming increasingly unwilling to settle for less.
- As a leader, you have the capacity and the responsibility for shaping a work culture of engagement. Purpose and passion are the two best tools in your leadership arsenal for crafting that culture.
- Choosing to ignore these facts assures two outcomes for your organization:
- the human-potential gap (the difference between what your workers can do and what they’re actually delivering) will only widen
- productivity will ultimately suffer
Market-driven norms cause a person to think, “If the going rate is $12 per hour for the work that I do, then I expect that my company will pay me at least the same or more.”
Keeping workers engaged 70 years ago may have been as simple as being the top-paying organization for the skilled talent you sought to recruit. Many decades hence, that has all changed, and the concept of social-norm behavior helps us understand why.
Social-norm behavior comes into play when we ask someone to volunteer his or her skills or services. It’s akin to what happens when a friend asks for your help with moving a piece of furniture on a Saturday afternoon, or you see a woman with small children struggling to change a flat tire on the side of a busy highway. You’re likely to try to help -- not because you expect to be paid, but because it seems like the right thing to do. Your remuneration for your effort is that good feeling of knowing you helped someone in need.
Leaders can apply this same philosophy to how they create cultures driven by purpose and passion -- if they recognize that, in the world of work, social-norm thinking is the birthplace of discretionary effort. Consider the following thought streams that drive employee workplace behavior:
As individuals focus on market-norm thinking, it prompts them to develop expertise through formal education as a means to obtaining a job. Once hired, the training provided by employers allows the individual to develop more skills for which they expect to be rewarded. And the expected reward is, you guessed it, more money.
It’s a game changer when leaders shift the focus to social-norm thinking by developing workplace cultures that encourage the application of both worker skills and passions. Social-norm thinking in this scenario prompts leaders to acknowledge that most individuals believe they are here to achieve a purpose. As they become more self-aware and self-actualized, they begin to connect with the passions that are a natural outgrowth of their purpose, and seek ways to bring those passions to their work.
When leaders provide an outlet for employee passions at work, the reward employees receive is a greater sense of meaning and fulfillment from the work. It’s the emotional reward, rather than the financial one, that drives discretionary effort. Fulfillment creates a positive feedback loop that encourages employees to go the extra mile for a customer, or think about projects outside of normal work hours. Organizations are not paying for that effort, but they are certainly reaping the benefits of it.
So if you want to fuel the growth engine of your organization, help your team find purpose in their work. Identify the passions of your people and assign work roles accordingly. Seek opportunities to offer special assignments that will leverage specific passions that employees yearn to demonstrate.
Most of all, strike a better balance between the actions that you take to drive market-norm and social-norm thinking in your workforce by carefully applying financial and emotional rewards to incent desired behaviors. Every employee brings to their work role a set of skills, and skills will always be essential for top performance; but don’t underestimate the power of purpose and passion as a competitive advantage. It’s a potent elixir for a high-performing culture.
Are you making the most of it with your team?