THE SHOP

July '20

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16 THE SHOP JULY 2020 by doing a good job in accurate billing, it allows the organization to do better finan- cially, which goes to pay employees. When they know this, it helps them more clearly see their sense of purpose. The reality is that human beings can find meaning and fulfillment in all kinds of jobs. Here are a few tips to help your employees connect the dots on meaning and purpose: Explain to each worker how what they do impacts customers and coworkers. Remember, making a difference doesn't have to mean saving the world. It can be as simple as being the best florist in town or being the restaurant that serves up the most delicious burgers and shakes. Narrate this to employees. Help them connect the dots on how they make a difference in people's lives and in the success of the organization. Drill down on the why. An article on Inc.com (the one that shared the Deloitte statistics referenced earlier) suggests going up to employees and asking them why they're doing the task they're doing. Their immediate answer might be because it's part of the project they're working on. Ask them why they're working on that project. When they give an answer, ask why again. Follow this chain long enough and you should eventually arrive at your company's mission statement. Connect with customers and share that you like to recognize staff. Ask customers if there are any staff members that they would like you to recognize and why. Being very specific about what they did or said (or both) to positively impact customers will mean more to the employee. It will also reinforce that behavior so the employee will be more likely to repeat it. Customer praise and gratitude can have a huge impact on an employee's sense of meaning and purpose. Ask recognized employees who is helping them behind the scenes. Then, pass the message along to those they mentioned. People who provide direct cus- tomer service will get the most compli- ments, so when recognizing these folks, ask them who supports them that the customer does not see. Take the time to recognize these people as well and connect them back to their role in the customer experience. Share meaningful stories every chance you get. When you are talking to customers, you will hear stories about how much your company's products or services mean to them. Quite often, they will share details and expressions of gratitude that staff may not hear. Make it your business to make sure all employees hear those stories. Share them at staff meetings, in company newsletters, on your website and social media pages and in casual conversations. Stories are very powerful because they res- onate on a human level. People remember them. These don't have to be huge events. Simple things work just fine. Pay passion and purpose forward by thanking people outside your company. When you receive great service, whether it's from a TSA employee, a ticket taker at a theater, a server at a restaurant, or an usher at the baseball game, let them know they are making a difference. It's amazing how seldom they hear this. Many years ago, my dear friend Norm Adams went up to a street cleaner in New Orleans to thank him for what he was doing and to share that his work made the visit so much better. Watching this, I could see the man's face brighten up. After Norm walked on, I stayed to ask the street sweeper a few questions. I asked how long he had been doing this work and he shared that he had been sweeping streets for many years. I then asked him how often people stop to say thank you. He told me this was the first time. We can all help employees feel that pow- erful sense of meaning and purpose. Not only will the company's performance improve, everyone will enjoy their jobs more. There is nothing quite like going to work every day at a company filled with people who are fueled by a true passion for what they do. It makes every day a learning experience, an adventure, and a path for personal and professional growth. Quint Studer is the author of the Wall Street Journal bestseller The Busy Leader's Hand- book and a lifelong businessman, entrepre- neur and student of leadership. Visit www. thebusyleadershandbook.com. There is no such thing as a job that doesn't count. Yet, we tend to work in environments where an employee is more likely to hear about their work only when there is a problem. Job Satisfaction

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