My recent studies around Leadership and Employee Retention gave interesting insights on the topic of purpose to improve employee engagement and improve performance.
Most of the leaders like to discuss in details the “Employee Performance” topic. The consensus is clear that getting results is not just a game number and repeating systematically the same action overtime. Performance comes from “Employee Engagement” and more specifically the willingness for an employee to be mentally engaged in his company where job options are many.
Engagement can be triggered by different mechanisms, sometimes driven by rewards or sanctions for underperforming staff, following the principle of “the carrot and the stick.” However, most leaders recognise that it does not bring results after a shorter period while becoming expensive, the reward becoming the new norm.
Leaders should never aim for simple performance but for peak-performance.
However, this does not come from reward but from a deeper reason driven within human values called “purpose.” The willingness to do the extra-mile for a leader and his business comes from a reason that is very personal and often linked to the individual’s upbringing, something that has moved them and given them the strength to fight for.
Leaders need to help their talents to understand those forces and build an employee success plan from the hiring to the reward process. The employee understands his contribution will have a monetary impact on the organisation but in a candidate driven-market, this is not enough.
Companies must set onboard their employees from executives to interns on a journey of mutual success through their corporate values.
The concept reads well and works for some business interviewed whatever their size. One can argue money is key to achieve this because before everything, a company is a profit centre designed to create value for its shareholders. This is true and businesses having a clear mission, a definite purpose, and a well-defined vision on how to achieve their goals are the ones making the biggest returns for their shareholders.
They also have the lowest turnover rate and the highest desire from people to join them. It is recommended for every business leader to deeply understand why the company has been created, what the values of the founders are, how those are still present or not and align roles and procedures through them.
This is by creating, living, and embracing purpose that companies live and thrive.
The V2MOM framework from Marc Benioff is one of the best tool I have seen to map out Vision, Values, Methods, Obstacles and Measurement to be used from a companywide to an individual. Every decision should be run by this framework and every V2MOM accessible directly by any employee (Benioff & Adler, 2009).
Now, I invite you to sit down for a few minutes and have a deeper look into what your V2MOM would look like. I encourage you to do one per employee in your organisation starting from the CEO down to your interns or junior members of staff. The exercice must be fully transparent and anybody should be able to access it.
Are you currently using it, thinking about it, or are not too sure what it is but would like to know more? If you need help, I’d be delighted to support you and share my experience changing organisations through a strong V2MOM. Just drop me a line below or contact me at firstname.lastname@example.org and let’s chat!