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"The Why of Work"
"The Why of Work" by Dave and Wendy Ulrich
Published by McGraw Hill, 2010, ISBN 978-0-07-173935-1
By CSRwire Contributing Writer, Elaine Cohen
Description
In this powerful new book, world-acclaimed leadership expert David Ulrich teams up with clinical psychologist Wendy Ulrich to explore the ?why? of work?the common driving force behind every successful organization. Once you learn how to harness this force, you can:
*MAKE MEANING in the workplace?to bring out the best in everyone.
*CREATE VALUE for your employees, your customers, your company, and yourself.
*BUILD HOPE for the future by building ?the abundant organization.?
The Ulrichs? unique step-by-step system combines proven professional techniques and sharp psychological insights to bring new meaning to our work and its impact on the world outside the workplace. Filled with revealing questionnaires, checklists, interviews, and case studies, it?s all you need to fully engage your team in the most challenging times?and to create a renewed sense of purpose, a sustainable source of commitment, and an environment that encourages and supports outstanding performance.
Commentary
Anyone who has ever studied, managed or attended a conference on Human Resources knows Dave Ulrich. He is the undisputed guru of the Human Resources profession and has maintained a stream of impressive publications on HRM (Human Resources Management) over the years which have contributed to the evolution of the profession. The all-time classic, Man's Search for Meaning", Dave and Wendy confirm that "When we find meaning in our work, we find meaning in life", and go on to describe companies that are meaningful, providing both societal and cash value as "abundant organizations", reminiscent of Stephen Covey's Seven Habits of Highly Effective People, another classic. Combining these two themes, the introductory sections of this book reinforce a simple logic: employees who find meaning at work are more competent, committed and contributing.. this leads to increased customer commitment .. which leads to better financial results. Leaders are not just decision-makers, they are "meaning-makers" in abundant organizations. The opposite of abundance is "deficit thinking" which, as you might imagine, has an immobilizing effect on people. The Why of Work provides a clear infrastructure for the creation of "abundant organizations" and proposes seven questions to help leaders drive the abundance agenda:
- What am I known for? (Identity)
- Where am I going? (Purpose and Motivation)
- Whom do I travel with? (Relationships and Teamwork [th]at work)
- How do I build a positive work environment? (Effective Work Culture or Setting)
- What challenges interest me? (Personalized Contribution)
- How do I respond to disposability and change? (Growth, Learning and Resilience)
- What delights me? (Civility and Happiness)
The extent to which organizations can address these questions in their core cultures and through their meaning-making leadership will determine, ultimately, how successful they can be. A key element of an abundant organization is creating an organization aspiration that declares a socially responsible agenda and translates that agenda to individual action.
The Ulrichs' devote a chapter to each of these seven themes, providing illuminating commentary, frameworks for application, anecdotes and often data to prove their case. The final chapter talks to implications for executives and Human Resources professionals. The Ulrichs' say that making meaning for employees can be money making for shareholders. Ultimately, they write: "If employee meaning is a lead indicator of organization capabilities, financial results, customer service and community reputation, it should also be a key outcome of good HR work. " This should be reflected in people practices, performance practices and organizational practices. Meaning, say Dave and Wendy, should be a real option for every worker who values it, and not just in not-for-profit organizations that have been its traditional province.
This is a welcome development and I have no doubt will create some ripples in HR circles. Dave and Wendy Ulrich cleverly move the agenda from engagement with primarily business focus around communication, remuneration and job content to a broader platform which encompasses the essence of the business beyond making money, and the aspirations of employees beyond earning a salary. I am reminded of Anita Roddick's classic line in her book, Business as Unusual, where she wrote: "We were looking for employees but people turned up instead". One of the most basic components of CSR in business is providing a route to serve the aspirations and expectations of employees as stakeholders, so that they in turn may be the organization's CSR ambassadors when interfacing with other stakeholders. A bedrock of embedded CSR culture is essential to this. I am hopeful that The Why of Work will instill a sense of meaning in HR Managers and encourage them to adopt HR Practices accordingly.
About Elaine Cohen
Elaine Cohen is a Sustainability Consultant and Reporter at Beyond Business and blogger on sustainability reporting and author of forthcoming book: CSR for HR: A necessary business partnership to advance responsible business practices. < < < < >Creative Ways to Do Well by Doing Good
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