Live for What’s Larger

Lesson 3: Topic 1 of 8

lnha lnfa rcal ala hcbs renewal NAB NCERS CEU lnha lnfa rcal ala hcbs renewal NAB NCERS CEU Culture

When you and your team really care about what you’re doing, the natural byproducts are quality, excellence, impressed customers, employees who become team members, and ultimately a higher likelihood of profit. When you care deeply about the organization, lots of things start to happen naturally.

Dave Ramsey
pixabay on Pexels lnha lnfa rcal ala hcbs renewal NAB NCERS CEU nha nfa rn

Keeping employees satisfied goes well beyond getting a regular paycheck. For a lot of people, money isn’t actually that great of a motivator. As Dan Pink writes in his book, Drive, relying too much on money can actually backfire. Employees may become resentful for expecting, and not getting, rewards for similar tasks or even just doing their regular duties. Financial rewards for reaching planned goals can discourage taking calculated risks or ‘out of the box’ thinking, for fear of jeopardizing reaching the goal ― which leads to the possibility of missing still greater gains. And worse, it can lead to unethical behaviors, such as undercutting or backstabbing coworkers, in the effort to claim the reward.

Increasingly, employees want to find meaning and purpose through work. This is particularly true of younger workers. Of all age brackets, work which offers Millennial and Gen Z employees “self-actualization” dramatically increases retention and job satisfaction. More than just a paycheck, they seek employment that allows them to contribute to the world in some meaningful way. 

This is an excellent trend that should be encouraged. Passionate people are driven to act. And if they are driven to act towards the same goal, unity will result.