As a senior executive, you may think you know what Job Number 1 is: developing a killer strategy. In fact, this is only Job 1a. You have a second, equally important task. Call it Job 1b: enabling the ongoing engagement and everyday progress of the people in the trenches of your organization who strive to execute that strategy. A multiyear research project whose results we described in [the authors'] recent book, The Progress Principle [Harvard Business Press, 2011], found that of all the events that can deeply engage people in their jobs, the single most important is making progress in meaningful work.
Even incremental steps forward — small wins — boost what we call "inner work life": the constant flow of emotions, motivations, and perceptions that constitute a person's reactions to the events of the work day. Beyond affecting the well-being of employees, [research has shown that] inner work life affects the bottom line. People are more creative, productive, committed, and collegial in their jobs when they have positive inner work lives. But it's not just any sort of progress in work that matters. The first and fundamental requirement is that the work be meaningful to the people doing it.
We argue that managers at all levels routinely — and unwittingly — undermine the meaningfulness of work for their direct subordinates through everyday words and actions. These include dismissing the importance of subordinates' work or ideas, destroying a sense of ownership by switching people off project teams before work is finalized, shifting goals so frequently that people despair that their work will ever see the light of day, and neglecting to keep subordinates up to date on changing priorities for customers.
But what about a company's most senior leaders? What is their role in making — or killing — meaning at work? To be sure, as a high-level leader, you have fewer opportunities to directly affect the inner work lives of employees than do frontline supervisors. Yet your smallest actions pack a wallop because what you say and do is intensely observed by people down the line. A sense of purpose in the work, and consistent action to reinforce it, has to come from the top.
Four Traps
To better understand the role of upper-level managers, we dug back into our data: nearly 12,000 daily electronic diaries from dozens of professionals working on important innovation projects at seven North American companies. We selected those entries in which diarists mentioned upper- or top-level managers — 868 narratives in all.
Qualitative analysis of the narratives highlighted four traps that lie in wait for senior executives. Most of these pitfalls showed up in several companies. Six of the seven suffered from one or more of the traps, and in only a single company did leaders avoid them. The existence of this outlier suggests that it is possible for senior executives to sustain meaning consistently, but that's difficult and requires vigilance.
This article should help you determine whether you risk falling into some of these traps yourself — and unknowingly dragging your organization into the abyss with you. We also offer a few thoughts on avoiding the problems, advice inspired by the actions and words of a senior leader at the one company that did so.
We don't claim to have all the answers. But we are convinced that executives who sidestep these traps reduce their risk of inadvertently draining meaning from the work of the people in their organizations. Those leaders also will boost the odds of tapping into the motivational power of progress - something surprisingly few do.
We surveyed 669 managers at all levels of management, from dozens of companies and various industries around the world. We asked them to rank the importance of five employee motivators: incentives, recognition, clear goals, interpersonal support, and progress in the work. Only 8% of senior executives ranked progress as the most important motivator. Had they chosen randomly, 20% would have done so. In short, our survey showed that most executives don't understand the power of progress in meaningful work. (Lower-level managers were even less likely to recognize the power of progress: only 5% of survey respondents ranked it first among the five factors we asked about.) And the traps revealed by the diaries suggest that most executives don't act as though progress matters. You can do better.
Trap 1: Mediocrity Signals
Most likely, your company aspires to greatness, articulating a high purpose for the organization in its corporate mission statement. But are you inadvertently signaling the opposite through your words and actions?
We saw this dynamic repeatedly at a well-known consumer products company we'll call Karpenter Corporation, which was experiencing a rapid deterioration in the inner work lives of its employees as a result of the actions of a new top-management team. Within three years of our studying Karpenter, it had become unprofitable and was acquired by a smaller rival.
Karpenter's top-management team espoused a vision of entrepreneurial cross-functional business teams. In theory, each team would operate autonomously, managing its share of the company's resources to back its own new-product innovations. During the year we collected data from Karpenter teams, the annual report was full of references to the company's innovation focus; in the first five sentences, "innovation" appeared three times.
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