One of the greatest leadership challenges we face continues to be the unlocking of human potential in our workplaces. For the last decade I’ve read Gallup and Towers Perrin (now Towers Watson) workplace surveys, which uncover data like “only 38 percent of employees believe senior management is sincerely interested in employee well-being” ; “only one in five employees is truly engaged, heart and soul, in their work”; and “nearly 38 percent of employees are mostly and entirely disengaged at work”.
What would an organization look like where passion abounds?
In his latest book, “What matters now” Gary Hamel suggests we can learn from some things from Web culture, which is a “testament to the power of intrinsic rewards”. The Web compounds our passions, he believes, because online…
- No one can kill a good idea
- Everyone can pitch in
- Anyone can lead
- No one can dictate
- You get to choose your cause
- You can easily build upon what others have done
- You don’t have to put up with bullies and tyrants
- Agitators don’t get marginalized
- Excellence usually wins
- Passion killing policies get reversed
- Great contributions get recognized and celebrated
“Organizations will never be fully capable until they are fully human”, proclaims Hamel.
What are ways that we can magnify rather than shrink human passion in the workplace? What are those attributes that you feel are essential to keep us “engaged” at work? What are our responsibilities and the responsibilities of those in leadership roles to embed these traits in workplace culture?
If we want to change the workplace survey results we must all be the change we wish to see.