Page 190 - How Great Leaders Build Abundant Organizations That Win

WHAT CHALLENGES INTEREST ME? (PERSONALIZED CONTRIBUTIONS)

might include on-site visits to observe how work is done.
Kathleen leans toward tangible work in the toll booth, where
she receives money and makes change. Employees who
enjoy physical work take pride in design and production and
turning ideas into actions.
Relational work emphasizes connecting with others and
getting work done through others. Relational work includes
helping others reflect or learn, organizing people to accom-
plish a task, or just bringing people together. The M.B.A.
student stood out in the social setting of the football game
and could bring this interest in people into his work in class.
Those predisposed to relational work may like working in
teams, sharing ideas with others, and creating social net-
works. They are connectors and brokers who engage and
involve others. Leaders who recognize this social gene may
help social employees become guardians of social networks
and good work relationships.
While few positions are exclusively intellectual, physi-
cal, or relational, a leader may use the survey in Table 7.1
as a self-assessment to determine his or her preferred type of
work or as a way to talk with employees to determine their
preferred work type.

Work Condition 2: Where Do I Work?

Work occurs in many places. Traditionally, employees
are “at work” when they are in the office or on the job.
Sometimes employees signal their commitment by being
first in or last out of the office. In a clever “Seinfeld” epi-
sode, George (the vagabond friend) had his car break down
in the company parking lot. When people showed up early,
his car was already there, symbolizing to them that he must
be a diligent worker. When the manager left late at night,

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