Before the COVID-19 pandemic, meaningful work was already high on the management agenda. Employees were exhorted to find their “calling”; leaders, their “why”; organizations, their “true north.” There were good reasons for this: Studies have shown that high levels of meaning and purpose lead to improved engagement, productivity, and innovation.
But the pandemic has raised the stakes even higher. It has caused many of us to pause and reevaluate the role work plays in our lives and what truly matters to us. Employers who can’t offer meaningful work risk demotivating or losing valued employees — the very people needed to drive organizational growth and renewal.
Faced with this challenge, managers may be tempted to amplify internal messaging around corporate purpose. While purpose beyond profit is vital for a host of environmental, social, and financial reasons, relying on this approach alone to raise levels of individual meaning can backfire.2 The more employers try to tell employees where to find the meaning in their work, the less likely people are to actually find it. An authentic sense of purpose is not simply imposed; it is discovered.
In other words, meaning-making should be a grassroots process. But first, managers and employees must learn how to talk with one another about it. Engaging in dialogue is integral to discovering meaning. Talking with a trusted conversational partner helps us shape how we understand ourselves, interpret the world, and relate to others. And as we listen to others speak about meaning, and they listen to us, we help one another discover it.
We have found in our research and consulting work over the years that four barriers make such conversations difficult. Let’s look at each of these barriers — and how to overcome them.
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