Page 27 - How Great Leaders Build Abundant Organizations That Win

THE WHY OF WORK

ing 10 years would have achieved a return of 4.15 percent,
which is also much higher than the comparable indices.
What do these companies do to maintain this outstand-
ing performance? Of course they make money via excellent
customer service and many other solid management prac-
tices or they would not survive. But in addition these high
performers tap into the elusive quality of meaning in a
variety of ways. For example, in the last 25 years, five com-
panies have consistently been highly rated: Goldman Sachs,
Nordstrom, Publix Super Markets, REI, and W. L. Gore &
Associates. Goldman leaders build a culture of “smart peo-
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ple working together,” or one of collaboration and synergy.
Nordstrom has earned a reputation for exceptional customer
service, hiring employees who delight in “anticipating and
meeting customer needs.” Publix Super Markets, founded
in 1930, also has a strong customer focus, cultivating “ser-
vant leaders” who treat “associates” (not “employees”) with
respect and who become active in their communities. REI
(a recreational equipment cooperative) trains leaders to build
cooperation among employees and between employees and
customers to accomplish its mission of “inspiring, educating,
and outfitting for a lifetime of outdoor adventure and stew-
ardship.” Gore & Associates leaders encourage employees to
pursue innovation by living by a set of guiding principles of
“freedom, fairness, commitment, and waterline.” In each of
these exceptional companies, leaders endeavor to turn the
meaning employees find in their work into sustained orga-
nizational abundance. Though each company has a unique
take on how to make this connection, all develop leaders
who help employees find meaning at work that contributes
to organizational success.

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