Page 281 - How Great Leaders Build Abundant Organizations That Win

IMPLICATIONS FOR EXECUTIVES, HUMAN RESOURCES, AND INDIVIDUALS

also examine the fit between the worker’s values and passions
and the job hired for. We have discussed under identity, pur-
pose, and the nature of work signals that suggest employees
are coming to work with not only their brains, hands, and feet,
but also their hearts and souls. In monitoring these signals it
is important to remember that many wonderful, contributing
employees are not demonstrative extroverts who wear their
passion for work on their sleeve. Signals may vary from per-
son to person and should be used as just that—signals—not
as ends in themselves to be rewarded or punished.
Training and development opportunities for employ-
ees should be initiated by both management (so employees
acquire skills to do their work well) and employees who desire
to learn and grow. Career moves should include consideration
of what the employee feels passion about. Moving into a more
senior position for the sake of salary and status alone does
not always lead to sustained motivation. Employees are more
likely to sustain energy and passion for their career moves if
their signature strengths match their new roles. When it is
necessary to let someone go, it should be done with care and
concern, so that those who remain feel there is justice in the
process.

Performance Practices

Total reward systems begin with clear expectations for both work
outcomes (financial or customer results) and the behaviors that
lead to them (such as the seven meaning drivers we have identi-
fied). Money is a big motivator, often a primary motivator. But
money often has as much value as a symbol of importance or
prestige as it does in buying power itself. Nonfinancial rewards
like work flexibility, growth opportunities, access to valued

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