To be fully engaged and happy, virtually everyone tells us they want three things:
1. A meaningful vision of the future: When people talked with our research team about what was working or not in their organizations, and what helped or hindered them the most, they talked about vision. People want to be able to see the future and know how they fit in.
And, as we know from our work with Richard Boyatzis on intentional change, people learn and change when they have a personal vision that is linked to an organizational vision. Sadly, far too many leaders don’t paint a very compelling vision of the future, they don’t try to link it to people’s personal visions, and they don’t communicate well. And they lose people as a result.
2. A sense of purpose: People want to feel as if their work matters, and that their contributions help to achieve something really important. And except for those at the tippy top, shareholder value isn’t a meaningful goal that excites and engages them. They want to know that they — and their organizations — are doing something big that matters to other people.
3. Great relationships: We know that peoplejoin an organization and leave a boss. A dissonant relationship with one’s boss is downright painful. So too are bad relationships with colleagues. Leaders, managers, and employees have all told us that close, trusting and supportive relationships are hugely important to their state of mind — and their willingness contribute to a team.
Added up, brain science and our organizational research are in fact debunking the old myths: emotions matter a lot at work. Happiness is important. To be fully engaged, people need vision, meaning, purpose, and resonant relationships.
Read the rest here: https://hbr.org/2014/11/being-happy-at-work-matters