Unlocking Passion by Designing Work that People Love

Unlocking Passion by Designing Work that People Love

๐ƒ๐ž๐ฌ๐ข๐ ๐ง๐ข๐ง๐  ๐–๐จ๐ซ๐ค ๐ญ๐ก๐š๐ญ ๐๐ž๐จ๐ฉ๐ฅ๐ž ๐‹๐จ๐ฏ๐ž.

In a recent survey, only 18% of respondents reported full engagement at work, 17% expressed high resilience, and merely 14% placed trust in their senior and team leaders.

The levels of engagement and resilience are a source of concern, particularly in the context of Organizational Change Management and the development of transformational capabilities among senior and middle management. 

According to the article โ€œDesigning Work That People Loveโ€ by Marcus Buckingham, organizations are adopting three fundamental principles to cultivate work that people genuinely love.

๐Ÿ”น ๐๐ž๐จ๐ฉ๐ฅ๐ž ๐€๐ซ๐ž ๐ญ๐ก๐ž ๐‚๐จ๐ซ๐ž

By infusing passion into the core of your work design, you can establish more authentic connections with your employees. Over time, this approach will attract top talent. 

Taking a more human-centric approach to onboarding unveils the unique contribution of each selected candidate and ๐ฐ๐ก๐ฒ ๐ญ๐ก๐ž๐ข๐ซ ๐ฌ๐ฉ๐ž๐œ๐ข๐Ÿ๐ข๐œ ๐ฌ๐ญ๐ซ๐ž๐ง๐ ๐ญ๐ก๐ฌ ๐š๐ง๐ ๐ฉ๐š๐ฌ๐ฌ๐ข๐จ๐ง๐ฌ ๐ฐ๐ž๐ซ๐ž ๐œ๐ก๐จ๐ฌ๐ž๐ง ๐ญ๐จ ๐›๐ž ๐ฉ๐š๐ซ๐ญ ๐จ๐Ÿ ๐ญ๐ก๐ž ๐จ๐ซ๐ ๐š๐ง๐ข๐ณ๐š๐ญ๐ข๐จ๐ง. Companies need to harness the distinctive skills and passions of each person.

๐Ÿ”น ๐Ž๐ง๐ž ๐’๐ข๐ณ๐ž ๐ƒ๐จ๐ž๐ฌ๐งโ€™๐ญ ๐…๐ข๐ญ ๐€๐ฅ๐ฅ

While the ratio of one leader to a large group of team members might make financial sense on a balance sheet, it often doesn’t align with the need to build trust within a team.

Research demonstrates that workers can find passion in unexpected places. For instance, a manufacturing worker may find their passion in figuring out the โ€œpersonalityโ€ of each machine they operate. Within a team, each person’s interests and passions can combine with those of others to create something greater than any individual could achieve alone.

๐Ÿ”น ๐“๐ซ๐ฎ๐ฌ๐ญ-๐๐š๐ฌ๐ž๐ ๐†๐ซ๐จ๐ฐ๐ญ๐ก

Weekly check-ins between employees and team leaders as a core ritual at work are pivotal. These check-ins should not be rescheduled for other pressing needs, nor should they focus on a mere list of tasks to be completed. Instead, they should serve as opportunities for engagement and support.

If leaders aim to foster high-performing, engaged, and resilient employees who remain committed to the organization, they must deliberately assist them in finding joy in their daily tasks.

At ValueInfinity, we help executives build high-performing teams that create an environment where teams can envision their goals, individuals can leverage their strengths and passions, and leaders provide the necessary support for excellence to thrive.

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