How we work: strategies portend outcomes

International Journal of Business Marketing and Management (IJBMM)
Volume 6 Issue 9 September 2021, P.P. 15-17
ISSN: 2456-4559
www.ijbmm.com
International Journal of Business Marketing and Management (IJBMM) Page 15
How we work: strategies portend outcomes
Life is never made unbearable by circumstances, but only by lack of meaning and purpose.
Viktor E. Frankl
1
Peter Kalina, MD, MBA, FACR, 2
Yvette Panno, MHRM
1
Mayo Clinic, Rochester, MN USA, (507)284-6036
kalina.peter@mayo.edu
2
Senior Director of Human Resources, USTC Corporation, Edison, NJ USA 08817, (516) 659-2661
Yvette.Panno@USTC-CORP.COM
Abstract: Too many modern-day employees describe their work as “soul crushing.” This often refers to
activities that may at one time have been, or could potentially be enjoyable and meaningful. Instead, they have
been rendered joyless. This feeling breaks employee spirit and drains people of a sense of accomplishment. This
type of work crushes motivation and enthusiasm. How we work matters. If superbly trained employees are
treated well and with respect, they will perform at their best and deliver a quality product or service. They will
take better care of their customers. They will help enhance the business bottom-line.
I. Introduction
As Greek mythology has it, Sisyphus, the king of Ephyra, was sly, cunning, and deceitful. This
infuriated Zeus, the father of gods. Fed up with Sisyphus' antics and hubris, Zeus punished Sisyphus by
condemning him to push a boulder up a hill. As soon as he reached the top of the hill, the boulder would roll
down, and Sisyphus had to push it back again – for eternity (Ariely). Had Sisyphus been pushing that huge rock
up a new hill every time, he would have had a sense of progress. But because he kept pushing the same rock, up
the same hill, over and over; his work was rendered meaningless.
II. The problem
Today, employees call this type of work ―soul crushing.‖ Activities that may at one time have been, or
could potentially be enjoyable and meaningful, become joyless. This futile feeling breaks employee spirit and
drains people of any potential sense of accomplishment. This type of work crushes natural motivation and
enthusiasm.
With ―soul crushing‖ activities ubiquitous in our workplaces, it is no wonder so many workers are
disengaged, while so few are actively engaged (hrcloud, 2021). Negative motivation has a profound deleterious
effect on workers. Labor becomes, simply, a work-wage exchange (Smith, 1776). The labor market is nothing
more than a place where individuals exchange work for wages. From the workers‘ point of view, this approach
means they are nothing more than cogs in a wheel. They work only to earn a wage, without any real sense of
how their tasks fit into the big picture of serving a greater purpose. A recent Gallup 2021 State of the Global
Workplace report found that eighty percent of employees are not engaged or are actively disengaged at work.
This lack of engagement costs the global economy US$8.1 trillion, nearly 10% of GDP, in lost productivity each
year. The root cause? Extensive research shows that employees are less enthusiastic and more stressed, worried,
and angry than we realize. In fact, only 32% of workers rated themselves as ―thriving‖. (Gallup, 2021).
When an organization takes its hierarchy too seriously, employees are reminded they are easily
substitutable and replaceable. They are reminded that they are only a small part of a huge organization which
has many layers above them. Rather than their skills or their contribution, it is their relative place in the
hierarchy that dictates the tone of their involvement.
To maximize outcomes, employees must be able to establish a sense of connection to their work and
their workplace. When an organization disregards employee satisfaction, employees are reminded they are
easily substitutable and replaceable, and only ; valued only for their direct productivity. They are reminded they
are only a small part of a huge organization with many layers above them. They begin to ruminate over the
feeling that rather than their skills or their contribution, it is their relative place in the hierarchy that dictates

success. These meritocracy traps (Markovits, 2019) fuel disinterest and disappointment, while killing
motivation.
“Do more, with less”
Because we know the mantra that ―no money = no mission,‖ we understand that organizations must
maintain a competitive business advantage and optimize financial performance. As a result, we are all asked to
be good stewards of limited resources, to ―do more with less.‖ Often, organizations pride themselves on
expressions such as ―we run a lean organization‖, ―we need people who can scope and scale‖ or ―we believe in
maintaining a very flat structure‖. We‘re asked to efficiently maximize our capital and human resources,
optimize cost-effectiveness, and execute innovative strategies - all while maintaining focus on excellent
customer service. Our desire to shape our work to be meaningful and fulfilling faces myriad systemic threats.
We‘re seeing increased workloads, even with the influx of remote-work options. Our workflow is becoming
ever more standardized and regimented to increase efficiency, throughput, productivity, and consistency. As
Gallup summarizes, if only 80% of workers are vested, the organization‘s resilience during a crisis will be at
high risk, and leaders won‘t be able to consistently reach their goals — there is no way for a leader to be
effective when their people aren‘t paying attention or, even worse, just don‘t care (Gallup, 2021). Under the
consistent pressure to eliminate anything conceived as ―waste,‖ at what point does that begin to also include the
very people we need to retain?
“Place your own oxygen mask before assisting others with theirs”
To engage, inspire, and retain employees, companies say they‘re prioritizing employee happiness. Yale
University has created a renowned (and free) course on happiness simply entitled ―The Science of Well-Being‖
(Santos, 2021). Despite a good salary, people don‘t tolerate being unhappy - they leave. Optimizing financial,
quality and safety outcomes requires developing a combination of customer and employee satisfaction. To
provide optimal customer service, adapting Maslow‘s hierarchy of needs (Maslow, 1943), employees must first
be physically healthy and emotionally fulfilled before they can satisfy others. To reduce burnout and promote
engagement and wellness, organizations need sustainable processes that maintain employee autonomy,
flexibility, creativity, and innovation. Otherwise, we risk burnout and turnover. Burnout threatens quality,
increases errors, jeopardizes safety, hampers engagement, diminishes empathy, reduces productivity, and
negatively impacts work-life integration (Olson, 2017). The combined effects on customer and employee
satisfaction contribute to a compelling societal and business case to monitor and manage burnout (Sinsky,
2017). Because stress and burnout are system problems, not individual resilience problems, addressing work-
life integration requires a strategic joint effort between individual employees, leadership, and their organization
to focus on overall well-being.
III. The solutions
As the story of Sisyphus reminds us, we must foster and reinforce that which enhances employees‘
feeling of meaning and connection. How is this done? Appreciate and respect people for their creativity,
participation, and intelligence. Foster their sense of uniqueness, individuality, ideas, and creativity. A kind
word, genuine appreciation, the feeling of progress and achievement are motivators (Ariely, 2016). Shanenfelt
(2017) described several strategies to sustain employee engagement and well-being. As always, this starts with
leadership. Carefully choose great leaders. Rotate them every few years to encourage new ideas (sooner if
deemed necessary due to poor performance despite coaching and mentoring). Manage the workload: with rare
exceptions in extenuating circumstances, adhere to a pre-determined appropriate workload. (…gone are the days
of ‗face time‘ staying late just to be seen). Optimize workflow: Redesign workflow to address inefficiencies.
Work should be completed as effectively and efficiently as possible. Everyone makes the best use of their
unique skill sets. Visibly prioritize well-being and work-life integration: Limit weekend emails. As one
successful CEO commented ―I respect employees‘ vacations and want them to do the same. We limit after-hours
messages, so no one feels the need to hit reply thank you just to prove they are online‖. Encourage full use of
allotted paid time off. Support continued learning and training. Organize social events. Celebrate achievements.
Create a lounge (with fruit, beverages, television, quiet reading area). Provide funds for small groups to meet
for casual conversation over lunch. Support flexibility: including options for part-time work and flexible hours.
Flexibility in when and how we work (part time, start earlier, start later, longer days, shorter days, remote work)
will benefit recruitment and retention. Reward, incentivize, recognize: Everyone wants to feel valued. Share
positive feedback with entire group. Provide protected time for everyone to pursue meaningful aspects of work,
a dimension of their work they find most meaningful (education, community outreach, quality improvement,
teaching, administration, etc.). Financial incentives based on productivity are less effective than time, as they
incentivize overwork and normalize long hours. The ideal, as described in the organizations listed in Fortune‘s

100 Best Companies to Work in 2020, are realized with employee comments such as ―we are not just a number,
we feel truly cared for and valued‖ (Fortune, 2020).
The Wealth of Nations meets 21st
Century Business
The long-term returns and benefits of investing in employee well-being creates a ―win-win‖ for all
stakeholders: the organization, its employees, investors, and customers. This concept is centuries old. The
premise of Scottish philosopher and economist Adam Smith‘s 1776 magnum opus "An Inquiry into the Nature
and Causes of the Wealth of Nations‖ ("The Wealth of Nations‖) is that our natural tendency to fulfill individual
self-interest has the unintended consequence of benefiting society. This invisible hand argument describes a
web of mutual interdependencies allowing free trade (market) to promote stability and prosperity for all. In it,
Smith describes how ―it is not from the benevolence of the butcher, the brewer, or the baker, that we expect our
diner, but from their regard to their own interest.‖ It is in the butcher's interest to sell good meat at a fair price,
so both parties benefit in every transaction. This ability to think long-term curbs businesses from abusing
customers. Wooten (2018) expands, describing a coincidence of interests between parties, which prevents
encounters from being a zero-sum game. For modern organizations this translates to both parties (the
organization and its employees) coming away from their transaction better off than before they entered it. As
we hear it phrased: ―considering the greater good‖. The vesting and wealth of the group is created through an
equilibrium which contributes to a recipe for successful partnership. An engaged workforce and employee
wellness are critical ingredients to achieving an organization‘s mission. The long-term returns and benefits of
investing in employee well-being creates a ―win-win‖ for all: the organization, its employees, and its customers.
IV. Conclusions
How we work matters. If we execute correctly, everyone wins. Organizations have the power to either
nurture or to crush employee motivation. If superbly trained employees are enthusiastically treated with
respectful consideration, they will be more satisfied, engaged as well as successful. They will be able to leave
but will not want to. They will perform at their best and deliver a quality product or service. As a recent
organizational psychology study reported, when people see their work as connecting to a relevant, broader,
cooperative ‗calling‘ they are happier. (Fast Company, 2021) In turn, they will take care of their customers
with improved customer experiences, interactions, and outcomes. They will enhance the business bottom-line
as customers will stay, come back, and refer their friends and families. Rather than pushing the metaphorical
rock up the hill, employees who are treated well will reach goals through the strength of knowing that they
matter; and therefore, what they do makes a purposeful difference.
References
[1]. Ariely D. (2016) Payoff. Simon and Schuster NY
[2]. hrcloud (2021) https://www.hrcloud.com/blog/8-employee-engagement-statistics-you-need-to-know-
in-2021
[3]. Markovits D. (2019) The Meritocracy Trap Penguin Random House New York
[4]. Maslow A. (1943) A Theory of Human Motivation. Psychological Review 50(4):370-396
[5]. Olson, K. (2017) Physician Burnout – A Leading Indicator of Health System Performance. Mayo
Clinic Proceedings, 92(11): 1608-11.
[6]. Santos L. (2021) https://www.coursera.org/learn/the-science-of-well-being
[7]. Shanenfelt, T.; Noseworthy, J. (2017) Executive Leadership and Physician Well-Being: Nine
Organizational Strategies to Promote Engagement and Reduce Burnout. Mayo Clinic Proceedings
92(1):129-146
[8]. Sinsky, C, Dyrbye, L, West, C, et al. (2017) Professional Satisfaction and Career Plans of US
Physicians. Mayo Clinic Proceedings 92(11): 1625-35
[9]. Smith, A (1776) "An Inquiry into the Nature and Causes of the Wealth of Nations‖ London: Strahan
& Cadell
[10]. Wooton, D. (2018) Power, Pleasure, and Profit. Harvard University Press, Cambridge, MA

How we work: strategies portend outcomes

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