When someone asks what you do for a living, how do you respond?
This question always makes me think of a story relating to US President John F. Kennedy. In 1962, the president visited NASA for the first time. He was preparing to give a speech to rally support for the Apollo missions.
During his visit, the president met a janitor cleaning his mop and asked him what he did for NASA, to which the janitor replied, “I’m helping put a man on the moon.”
Now, we can say he meant a “person,” and over the years, the story has been retold with the janitor changing a light bulb or sweeping. But setting aside these details, the key to the story is how this person understood something many struggle with in their day-to-day work: the power of serving a purpose greater than yourself.
A belief in the power of “why.”
The janitor kept the building clean and the lights on, so that the scientists, engineers, and astronauts could focus on their mission of going to space.
He saw where his contribution fit within the organization as a whole and he connected his purpose with their purpose.
The simple truth is we are all looking for a sense of purpose. One of the keys to motivation is we need to feel an attachment to the work we are doing, and a personal sense of meaning about the work we are doing.
We want to feel like we’re making a difference.
The world’s most successful people relate everything they do to a greater sense of purpose. This is like taking your car for an oil change: not necessarily fun on its own, but vital if you enjoy having a car that drives well.
And regardless of how much you love what you do, you are likely to come across some tasks you simply don’t love doing. (For me, it’s paperwork).
When we link a mundane chore with a bigger goal, it is easier to see the value in the minutiae. We start to see how even the most humdrum jobs are a critical step in our overall journey. Does a certain task help you sharpen your skills? Better service your clients? Support your team?
Each time my paperwork chore rolls around, I remind myself it is a necessary part of allowing me to do the work I love – helping people thrive at work. This is how I attach value to the paperwork associated with this bigger goal.
How do we find opportunities to do this day-to-day? One of the most effective ways we can help instill a sense of purpose in others is when we’re delegating.
I learned this the best way you can – by making a mistake. Years ago, when I was new to delegating, I asked a team member to help me with something. Except I put it like this: “Can you take this off my hands? I really don’t love this type of work. And I’m so busy, I just can’t get it done. Can you help me out?”
(Clearly, I’m sharing this as an example of what not to do).
Not only was my language demotivating but my intent, at the time, was very much self-serving, and solely aligned to my goal.
And appropriately, my colleague called me on it. She said, “Ann, if you had really appealed to what you knew about me, which is how much I enjoy this kind of work, and collectively it will help us achieve the result we want, I would be much more inclined to want to take it on.”
This was a real learning opportunity for me at the time and her words have resonated with me over the years.
Whether it’s one piece of a project or a more complex assignment, it’s imperative we attach the task or responsibility to a higher goal.
Here are 3 ways you can achieve this objective when delegating, and use delegating as an opportunity to reflect on your own sense of purpose.
1. Define the WIFM
We are far more effective when we help the delegate understand, “what’s in it for me?” (This is the piece of wisdom my colleague shared with me in the example above). Demonstrate how the work ties into one of their goals and they will be far more invested in the work. Of course, it’s helpful to share our own goals but we also want to consider their goals to spark a more profound level of engagement
2. Link to a higher purpose
When we can link the work to a greater purpose, we fuel motivation. A compelling purpose helps to build excitement, initiative, and commitment. All of these feelings lead to better results with delegated tasks. Why is this type of work important? What motivates you to invest time in this work? What is our overall goal or vision? These questions help ground our work in a compelling sense of purpose and meaning, and keep us focused on our most essential work.
3. Describe the goal, not the path
Focus on what you want people to do, not how to do it. Sure, you can provide some suggestions, but let them own the actual process. As a result, they will assume more responsibility and accountability.
When we bring a greater sense of purpose to what we do, we are compelled to invest more time and energy into our work because we are accountable for the outcome – and because we believe in the work we are doing.
Invest the time in getting to know people so you can understand what their goals are and how you can help present them with opportunities aligned to their goals. This is equally important as the teaching, reviewing, and supporting elements of delegating.
And finally, the more we can demonstrate our gratitude and appreciation for a job well done, the more people will be excited to collaborate with us. Showing appreciation for someone’s contribution is incredibly powerful. When people feel valued and recognized, and a sense of mastery in their work, they become invested and engaged.
And this is what truly drives motivation, strengthens a team, and empowers people to achieve their best.
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