Over the years, I’ve had many clients and peers ask me about the best strategy for true, lasting employee engagement…the holy grail of internal communications. Like many, I’d tell them about the importance of two-way communication, robust workplace programs, strong leadership and a vibrant culture.  But often I’d also relay my “Amazon” story – which was based on my short but formative consulting stint with the internet giant when it was still a brash start-up.

My Amazon story was about the incredible energy, drive and productivity of their Seattle team despite tough odds, persistent criticism from pundits and brutal, round-the-clock working conditions (this was not a place to ask about office hours.) Sure these guys worked in a funky renovated hospital and defined the casual workplace, but they worked incredibly hard and seemed driven by a greater cause, a belief they were inventing a new business and creating a better customer experience. In hindsight, there were right, and they continue to blaze a path in the evolving world of internet commerce.

The lasting lesson for me – and the point of telling my story to clients – is that doing all the right things is usually not enough to get employees to operate at the highest level, and that the most successful companies are the ones where employees believe their work has higher meaning beyond the obvious imperatives – fill a customer need, sell services or products, make money and please investors. All of us want to do something that really matters, or at least appears to be useful, relevant and timely.

As it happens, I’ve had the opportunity to put this theory in practice in a recent client engagement. This company was in the midst of a classic “transformation” exercise designed to improve efficiency and profits. In short, they needed a major reboot. After months of relying largely on logical arguments and data – the usual practical, empirical rationale for change and list of potential benefits – we started to focus more on the meaning of the company and its unique heritage. Luckily for us, this client was a legitimate pioneer in its industry (helicopter services) and had a very compelling, unique story to tell about getting customers to/from the most remote places on earth safely and on time. In short, this company was cool, did something very special – even dramatic – and had a lineage going back to the creation of helicopter flight. Not surprisingly, this storyline – translated into various media and injected into the brand identity – has resonated much more than the balance sheets and market studies that were initially the focus.

I’m glad to say the smart folks at McKinsey have landed on the same conclusion. This recent article makes a compelling case for why this quest for meaning is critical for tangible and lasting employee engagement. The article acknowledges one of the challenges inherent in this aspiration– some companies will naturally have an easier time identifying and promoting their distinctive pixie dust; either because they are pioneers, uber-cool, game-changers, or have an obvious altruistic bent that fuels that sense of “meaning”. Think Google, Kiva, Facebook, Body Shop or Apple. Much tougher to imagine, and implement, if you work for a company that produces ball-bearings or book shelves.

But the McKinsey folks argue there are strategic steps and tactical tools that can allow even the most mundane, uncool business to foster a sense of meaning among their employees. I particularly like their concept of holistic storytelling, which suggests companies go beyond the typical turnaround or “good to great” narrative – which is inherently focused on company benefits – to encompass other impacts:

Our research shows that four other sources give individuals a sense of meaning, including their ability to have an impact on:

  • society—for example, making a better society, building the community, or stewarding resources
  • the customer—for instance, making life easier and providing a superior service or product
  • the working team—for instance, a sense of belonging, a caring environment, or working together efficiently and effectively
  • themselves—examples include personal development, a higher paycheck or bonus, and a sense of empowerment

Ideas like this can provide communication professionals with additional justification, and potential approaches, to foster engagement that comes from deep employee alignment and commitment.  When employees are in the zone, as McKinsey says, there is nothing they can’t achieve. It’s our job to help them do that.

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