Team Pulse Check - Tools for Team Leaders

Meaning and Purpose - Drivers of Performance and Wellbeing

Are you tapping into critical drivers of performance?

 

Google, in its study of elements of highly effective teams, found that finding work personally meaningful and impactful, contributed to performance.

 

It is intrinsically motivating and leads to improved performance, engagement, career development, employee retention, job satisfaction and wellbeing, reduced rates of absenteeism and increased employee commitment (Bailey and Madden, 2016; Beaumont People, 2019).

 

When people feel a greater sense of meaning at work, and personal resonance with the purpose and values of their organisations, wellbeing and performance improves (Bailey and Madden 2016).

 

There are significant social and performance benefits:

  • Employees that have a strong sense of purpose are 70% more satisfied with their jobs (Edelman Good Purpose Study, 2012)
  • Employees that have a strong sense of purpose were 56% more engaged (Edelman Good Purpose Study, 2012)
  • 43% of Gen Z employees agree that if their employer were to act in a way that did not align with their personal values they would quit (Return on Action, PWC Australia / Atlassian, 2019)
  • 51% of employees surveyed won’t work for a company that doesn’t have strong social and environmental commitments (Cone Communications Employee Engagement Study)
  • Research has shown that meaning and associated well-being can explain up to 25 % of performance. Wright (2009)

 

 Why it matters…now

 

Meaningful work is important to Australians. Beaumont People (2019) found that 98% of respondents agreed having meaningful work is important.

 

Now is prime time to explore this topic with your team.  It is timely to host conversations, check in and envision the future of your work together.

  • The COVID disruption has shifted people’s priorities and what they used to find meaningful.
  • Some people have found they didn’t really have a strong sense of purpose pre-COVID and so feel adrift.
  • People are also experiencing a sense of loss and grief.  They are likely to be ready for compassionate conversations about how work happens.

 

Making meaning is critical to recovery.

 

In times of crisis and trauma, making meaning is critical to recovery. How this happens changes at different stages of the crisis. McKinsey and Company share guidance on communicating with teams and communities during COVID-19, with every crisis being accompanied by an emotional cycle.

 

Wright (2009) in his study of employee wellbeing and meaning, found that as people adapt, effective leaders increasingly focus on helping people to make sense of events.

As you prepare to implement the Pulse Check, think about where people are at on their journy and what they need at this time to make sense and recover.

 

Receive Your Pulse Check

When you sign-up, you will receive an email with a link to the instructions and download page on our website.

What drives meaning and purpose at work?

 

As you can appreciate, there are many elements that come together to create a meaningful, purposeful and fulfilling team culture.

The six here support psychological safety, high performance, mutual trust, a culture of learning, wellbeing and performance.

Top three contributors to what makes work meaningful

Beaumont people (2019) in their Meaningful Insights Report, found that the top three contributors to individuals attaining meaningful work were:

#1 Leadership:

  • 54% of respondents said that “trust of managers” was the most important contributor;
  • 94% said that leaders need to clearly communicate what the organisation wants to achieve and to shape their role;
  • 86% respondents stated that it is important that their organisation’s people are valued before profit.

#2 Culture:

  • 49% ranked culture as the most important contributor;
  • 85% feel motivated and energised when engaging and collaborating with others at work, to achieve team goals;
  • 94% said that it was very important they felt supported by the people they work with;
  • 87% said that being able to express themselves was important;
  • 77% said that it was vital for them that the organisation align with their personal values

#3 Purpose and contribution:

  • 94% stated that they favour organisations that makes a difference and gives back to the community;
  • 80% said they could not work for an organisation that provides products or services that conflict with their ethics and values.

 

Simon Sinek on contributors to employees feeling fulfilment and loving their work

 

Simon Sinek, in his talk Love Your Work (2012), identified key factors that contribute to people feeling fulfilled at work.

 

They align with these three top three factors outlined by Beaumont People, and provide some detail about individual needs related to feeling fulfilled and more likely to shout “I LOVE MY WORK!”.

 

He identified that fulfilment comes from people feeling supported, challenged and valued.

 

Simon Sinek, on the aspects of feeling supported, he shared:

The feeling of fulfilment comes from doing something for another. The feeling from fulfilment comes from the exertion of time and energy for someone else.

 

Sinek also talks about the feeling of being supported as closely connected to people feeling challenged. People need to feel they can take risks in their roles, and feel supported that if they need help, or if they fail, you have their back.

 

Gallup (2017) has found that when people feel valued and that their opinions count, there is a reduction in turnover and safety incidents, and an increase in productivity. In there 2017 Gallup poll found that: only 30% of employees agreed their opinions count at work.  Gallup calculated that by moving that to 60%, organizations could realize:

  • 27% reduction in turnover,
  • 40% reduction in safety incidents
  • 12% increase in productivity

 

What does neuroscience have to say?

 

Neuroscience also points to the benefits of giving to others, and the impact on wellbeing.  Ritvo (2014) writes that human beings are social creatures: we are built to help one another. Both the giver and the receiver benefit from being of service, with giving is a prime lever in stimulating positive emotions like joy and improving health.

 

Remember the environment and culture of the place where you go to work each day has far reaching impacts, even more so right now. It would be great for these impacts to be positive ones, that you can be proud of.

 

 How is your team doing?

Have you checked in on whether they feel a sense of meaning, purpose and fulfilment?

Do you have in place the key foundations and leader behaviours to create this with your team?

What can you do? Take Your Pulse

 

We have created two reflection tools to reconnect you and your team with what creates meaning and purpose.

 

USE THIS PULSE CHECK TO…

  1. Sense check leader behaviours and team experience
  2. Check on ways of working that people value now and that will benefit everyone.
  3. Deepen your culture of reflection, self-awareness, and learning to improve.

Sign up below to access:

 

  1. Two questionnaires – one for you as the team leader and one for your team
  2. Instructions on how to run the pulse check process with your team
  3. BONUS GRAPHIC – 6 elements to increase performance, wellbeing, trust and meaning
  4. BONUS SESSION – a 30 minute session with Dr Dimity Podger to review your results or consult on how to run the Pulse Check with your team.

Receive Your Pulse Check

When you sign-up, you will receive an email with a link to the instructions and download page on our website.

Ready to create a purpose and values driven business?

We are looking forward to working with you to create positive transformation for you, your team, organisation and beyond.

Contact us to book a 60-minute discovery meeting to explore the possibilities.

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