Page 203 - How Great Leaders Build Abundant Organizations That Win

WHAT CHALLENGES INTEREST ME? (PERSONALIZED CONTRIBUTIONS)

work feels most abundant when we get both some of what
we want now and much of what we want most. Even in good
times no one has a perfect job, and even great jobs have
unpleasant aspects. In a down economy the type of work we
can get and the parameters of that work may be even more
constrained, leaving employees feeling that they are giving
up more and more.
In good times or bad, great leaders can help employees
find a line of sight between the work they do and the out-
comes that matter to them. They can help them find the
intrinsic value in doing work that matches their skills and
interests. They can help shape the work space and the duty
roster to increase options, control, and flexibility for employ-
ees. They can help employees connect with the aspects of
the work that come most naturally and that are energizing
and enjoyable. The assessment tool in Table 7.2 offers a tem-
plate for doing this diagnosis and matching.
An abundance-seeking employee can also use this assess-
ment tool to think through what conditions of work matter
most and what conditions can be satisficed—finding a rea-
sonable option rather than a perfect one. He or she will also
recognize that production requirements dictate many aspects
of work, making compromise necessary. An employee can
create a personal work scorecard based on this assessment
that informs work choices.
As leaders and employees work together to match tasks
and people, there will always be gaps and snags—aspects
of the work that are unpleasant, unclear, or uninteresting
to almost everyone. As employees participate in these dis-
cussions, they can often find creative solutions for sharing
such tasks or changing their parameters. When leaders don’t
take this initiative, they risk losing good employees over

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