Page 22 - How Great Leaders Build Abundant Organizations That Win

THE CASE FOR MEANING

Meaning at Work

This book is about both the why and the how of meaning at
work.
The why refers to the human search for meaning that
finds its way into our offices and factories, a search that
motivates, inspires, and defines us. The how gets us into the
practicalities of how leaders facilitate that search personally
and among their employees. We offer many specific tools
and principles to help leaders put meaning to work not only
to build personal meaning but also to help companies suc-
ceed in the marketplace of human endeavor.
Thus the search for meaning adds value in two senses of
the word. First, humans are meaning-making machines who
find inherent value in making sense out of life. The meaning
we make of an experience determines its impact on us and
can turn disaster into opportunity, loss into hope, failure into
learning, boredom into reflection. The meaning we create
can make life feel rich and full regardless of our external
circumstances or give us the courage to change our external
circumstances. When we find meaning in our work, we find
meaning in life.
In addition to inherent value, meaning has market value.
Meaningful work solves real problems, contributes real ben-
efits, and thus adds real value to customers and investors.
Employees who find meaning in their work are more satis-
fied, more engaged, and in turn more productive. They work
harder, smarter, more passionately and creatively. They learn
and adapt. They are more connected to customer needs.
And they stick around. Leaders invest in meaning making
not only because it is noble but also because it is profitable.
Making sense can also make cents.

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