Page 185 - How Great Leaders Build Abundant Organizations That Win

THE WHY OF WORK

3. Help Employees Find the Intrinsic Value of Their Work

When leaders build a line of sight between action and out-
come, employees are motivated because they want those
outcomes. When work has intrinsic value, employees do the
work not only because of the outcomes of the work but also
because they value and enjoy the work itself. To help employ-
ees discover the work challenges they value most, regardless
of outcomes, leaders can pose these questions:

• • If you were guaranteed success, what work would you do?
• • What do you love doing so much you’d pay to get to do it?
• • What do you do that makes you feel most alive?

When the plant manager can see how her work helps
her get to her desired purpose/destination of achievement
and impact and enacts her identity as an arranger and max-
imizer, her work has value in itself apart from how many
reports she completes, how much she is paid, or what hassles
she confronts. Leaders who tune in to what employees want
and love help them discover the intrinsic value of the work
itself.
Some athletes play a game only to win; others learn to
enjoy how the game is played. Athletes who play only to
win may not continue to play unless success is guaranteed,
but those who savor the game itself enjoy mastering tech-
niques or team camaraderie even if no one keeps score. On
the other hand, some athletes care so much about the game
that they are afraid to try for fear of failing. They are highly
motivated by the game, but also highly motivated to avoid
the anxiety of not doing well. Great leaders help people both

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