Page 24 - How Great Leaders Build Abundant Organizations That Win

THE CASE FOR MEANING

intuitively know that you and your work team would be more
productive, more satisfied, and more creative if work engaged
not only your head and your hands but your heart and soul
as well. What most of us know intuitively research confirms:
when employees find meaning at work, they care enough
about it to develop their competence; they work harder and
are more productive; they stay longer and are more posi-
tive about their work experience. But there is more: when
employees are more positive, customers generally respond in
kind. Employee attitude is a key lead indicator of customer
attitude, and satisfied customers help the businesses they
patronize to survive and thrive. In brief:

1. Employees who find meaning at work are more compe-
tent, committed, and contributing.
2. In turn, employee competence, commitment, and sense
of contribution lead to increased customer commitment.
3. In turn, customer commitment leads to better financial
results for the company.

Making meaning is an important cause and a lead indica-
tor of long-term organizational success. So-called intangibles
explain about 50 percent of the market value of publicly
traded firms. Intangibles are the assets and capabilities of a
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company that cannot be touched or put on a balance sheet
but give investors confidence in the future earnings of the
company. Intangibles include nonthings such as leadership,
talent, innovation, skill, and vision. Investors increasingly
value these intangible organizational capabilities because
they increase confidence in a company’s future success.
Employee competence, commitment, and passion or
energy are among these intangible assets. Employees can

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