What Really Matters in the Work We Do
Amidst quarterly targets, project deadlines, and daily fires to fight, a fundamental question often gets lost: What really matters in the work we do?
This isn't just philosophical pondering. The answer shapes everything from everyday engagement to long-term sustainability. When people lose connection to what matters, work becomes mere labor, a transaction of time for money. When that connection stays vital, work becomes a source of meaning and energy.
Consider three dimensions of what matters:
Impact matters - Beyond metrics and milestones lies the real-world difference our work makes. How does it improve lives, solve problems, or create possibilities that wouldn't exist otherwise? When people see their work's impact, motivation shifts from extrinsic to intrinsic.
Relationships matter - Work happens through human connection. The quality of our relationships—the trust, respect, and care we extend to each other—shapes both our experience and our results. Organizations that treat relationships as fundamental rather than incidental create both higher performance and deeper satisfaction.
Growth matters - Humans naturally seek development. Work that stretches us without breaking us, that challenges us to become more than we were yesterday, taps into a fundamental human drive. When personal growth aligns with organizational goals, both flourish.
As a leader, your role isn't just to manage tasks but to continually reconnect people with what matters. This happens through the questions you ask, the conversations you foster, and the attention you direct.
Try asking your team: "What aspects of our work feel most meaningful to you? When do you feel most energized by what we're doing together?"
Their answers might surprise you—and might reveal opportunities to reshape work in ways that enhance both engagement and performance.
When we lose sight of what matters, no amount of efficiency or incentives can create sustainable success. But when we stay connected to purpose, people, and possibilities, work becomes not just what we do, but who we become together.
What innovations emerge when purpose drives every decision?
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