Page 26 - How Great Leaders Build Abundant Organizations That Win

THE CASE FOR MEANING

Franklin D. Roosevelt, U.S. president during the Great
Depression of the 1930s, said, “We have always known that
heedless self-interest was bad morals. We know now that it is
bad economics.” This is even more true in today’s transpar-
ent and fluid cultures.

Leaders as Meaning Makers

So, how are abundant organizations created? This is the task
of leadership.
Ultimately the crisis of meaning is always a crisis of
leadership. We hope to structure for leaders the private con-
versations and corporate decision-making criteria that shape
abundant organizations. Abundance is not only a prerogative
for leaders of rich people, smart people, prestigious people,
successful people. Meaning is not only in short supply for
poor people, mediocre people, struggling people, hurting
people. Great leaders recognize the vital importance of
abundance and meaning to everyone in their organization.
Including themselves.
The Great Place to Work Institute has conducted surveys
of the best companies to work for in America since 1980. It
now does work in more than 30 countries. Its surveys serve as
a confirmation of the impact of The Why of Work on business
results. A portfolio consisting of all of the publicly traded
companies on the Best Companies to Work For list each
year from 1998 to 2008 would have earned an annual return
of 6.80 percent, compared to just 1.04 percent over the same
period for the Standard & Poor’s 500. Even purchasing stock
in companies on the list in 1998 and holding it for the ensu-

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