Workplace meaning can be a ‘hot potato’ topic for many leaders. The wariness could stem from the realization that it seeps into such esoteric areas as religion and spirituality. The word meaning is inherently both rich and broad, robust and expansive. Kellerman and Seligman in Tomorrowmind believe workplace meaning is a term that lends itself to ambiguity and hence managers shy away from such conversations with their team members.
The authors offer the term ‘Mattering’ as a more measurable and actionable alternative. At the end of the day we want to know that our work matters and makes an impact. What we do influences other people, organizations, processes, environment, or the world. We make a difference! Mattering can be considered a highly concrete subset of meaning.
To work for a large organization like a space agency, the diverse group of specialists whether it be the aerospace engineer, the IT specialist, the health specialist or the scientist need to know that their daily contributions impact the grander vision of exploring the universe and creating ground breaking advances in diverse technologies. At the end of the day their high intensity efforts matter to space and ground applications. They need to see their footprint.
This is critical for motivating employees and incubating enthusiasm, joy and optimism. It is a veritable lifeline for excellence at work. Managers, directors and executives would serve employees greatly by highlighting the chain links that lead day-to-day role expectations to higher goals and eventually to the vast vision of the organization. What you do today, however taxing or exacting, will have a significant sway on the final outcome!
In addition to perceiving that our work matters, people want to believe that they are valued for themselves. The need for significance is instinctively strong. Philosopher Rebecca Newberger Goldstein coined the phrase ‘Mattering Instinct’ that encompasses not only adding value to others but also feeling valued by others. Both achievement and recognition are critical for flourishing at work.
- “I am making a difference to the organization” is an internal state of mattering.
- “I am being valued by the organization” is an external state of mattering.
The subjective and objective perspectives are two sides of the same coin. Individuals focus on excellence in action at work. Organizations focus on recognition of their employees’ value-driven output. Both move in tandem.
“How will the whitewaters (modern fast-paced economy) change our feeling of mattering at work? Will work become more or less meaningful in the future?” ask Kellerman and Seligman. They make the case for more meaning at work as it shifts towards being more human and varied than rote and mechanical.
Ask yourself what matters to you and how do you influence that larger dream at a steady cadence. With a mindful shift in perspective and an intentional move towards linking productivity and well-being, optimism is bound to reign supreme!