Make It Matter: How Managers Can Motivate by Creating Meaning

Make It Matter: How Managers Can Motivate by Creating Meaning

by Scott Mautz

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Overview

Make It Matter: How Managers Can Motivate by Creating Meaning by Scott Mautz

How many people find a sense of purpose in their jobs? Unfortunately, studies show that most do not. Their bodies may put in long hours, but their hearts and minds never punch in. And that's a terrible dilemma for organizations trying to motivate their workforces to do more with less. Make It Matter is the antidote to crisis levels of disengagement. This upbeat, original book shows how meaning-rich workplaces connect, inspire, and catapult employees into new realms of productivity and well-being. Not only does the book make a convincing case for change, it also explains how to become the kind of business where people love to work, and the kind of manager people love to work for. Insightful research findings, stories, and guidelines help readers create: Direction: reframing work to add meaning Discovery: offering challenges and thoughtful opportunities to learn and grow Devotion: cultivating an authentic, caring culture, free from corrosive behaviors When people feel that they matter, they give their all. Channel that power and everyone profits.

Product Details

ISBN-13: 9780814436172
Publisher: AMACOM
Publication date: 03/04/2015
Pages: 256
Sales rank: 1,029,267
Product dimensions: 6.00(w) x 9.10(h) x 1.10(d)
Age Range: 18 Years

About the Author

SCOTT MAUTZ is CEO of Profound Performance and a popular speaker on workplace motivation and engagement. A veteran Procter Gamble executive and an adjunct professor at Indiana University, he is the author of Make It Matter and a weekly contributor to Inc.

Read an Excerpt

Introduction

WHEN THE NOBEL PRIZE— WINNING PHYSICIST RICHARD FEYNMAN

was still getting his graduate degree at Princeton, he was asked to oversee a group of engineers who were tasked, without much context a to perform an endless series of tedious calculations. The math wasn't

especially difficult if you were an engineer, but the work proceeded very slowly and it was full of errors. Growing more frustrated with the performance, Feynman made a critical discovery that would dramatically alter the course of events moving forward. He realized the problem wasn't the math, but that the engineers were totally disengaged.

So he sagely convinced his superiors to let the engineers in on what he already knew—why they were performing the calculations, and why they were sweating their tails off in the New Mexico desert—in Los

Alamos, New Mexico, to be exact.

It was at that time that Feynman's boss, Robert Oppenheimer a pierced the veil of secrecy that had surrounded the work and let the engineers in on the enormity of what they were doing. They weren't

simply doing routine math for some inconsequential lab exercise.

They were performing calculations that would enable them to complete the race to build the atomic bomb before the Germans did.

Their work would win the war.

The workplace, the work, and the workers' performance were completely transformed once the task was imbued with meaning. From that point forward, Feynman reported that the scientists worked ten times faster than before with few mistakes, and with fierce commitment.

Meaning matters.

Obviously, not every workplace has as meaningful a backdrop as global conflict. However, this book will show you what's possible in any place of work, in your place of work, when meaning-rich experiences are facilitated and the resultant energy is channeled toward work that truly matters.

Engagement and productivity would know no limits—and that's

something we need more than ever.

One of the great business conundrums of our time is working with shrinking budgets and compressed timelines but inflated demands for productivity. We're working harder and longer for less and without a lot of conviction. The statistics don't lie; in this increasingly more with less business world, a shocking number of workers are more or less disengaged.

Our potential is slipping away along with, most likely, our profits.

For the well-meaning manager, there is a solution to this conundrum a one that can transcend the typical short-term fixes, inspire growth and fulfillment, unlock sustained effort, and give everyone a greater return on their investment in time at work.

It's meaning.

This book teaches you how to motivate by creating meaning so that everyone profits—the company and all of its constituents.

Perhaps you're thinking that meaning is just a higher-order concept a nice to imagine but too ethereal and touchy-feely to have any practical application.

Make It Matter will shatter that misconception with dozens of proven exercises, tools, and instructions. You'll find provocative a insightful new concepts for driving the highest level of sustained performance in your organization while unlocking deep fulfillment for your constituents (and yourself) along the way.

This book is meant for managers looking to step up, stand out, and make a step change by reframing and reinvigorating a work life that so many want so much more from. It's for those who want to work with a clear and rewarding sense of purpose and who want their work to amount to a compelling legacy left behind. It's for those who want to motivate truly peak performance. And it's for those who want to inspire and improve the whole lives of those reporting to them, not just the eight hours they're together.

Table of Contents

CONTENTS

INTRODUCTION 1

PART ONE: DEFINITION

CHAPTER 1: Why Meaning Matters 7

CHAPTER 2: The Markers of Meaning 17

PART TWO: DIRECTION

CHAPTER 3: The Potency of Purpose 35

CHAPTER 4: The Lighthouse of Legacy 65

PART THREE: DISCOVERY

CHAPTER 5: Learning and Personal Growth 93

CHAPTER 6: Meaningful Decision Making and Influence 117

PART FOUR: DEVOTION

CHAPTER 7: Cultures of Consequence 137

CHAPTER 8: Meaning-Making Leadership 175

CHAPTER 9: Cutting Off Corrosive Behaviors 199

PART FIVE: DILIGENCE

CHAPTER 10: A Plan to Make It Matter 225

NOTES 235

INDEX 245

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Make It Matter: How Managers Can Motivate by Creating Meaning 5 out of 5 based on 0 ratings. 1 reviews.
Anonymous More than 1 year ago
Remember back when you first started your career and you couldn’t wait to get to the office because the work was so meaningful and fulfilling? No? Me neither. That’s because for the first decade of my working career, I was just trying to earn a living. The next decade I was trying to achieve "success," whatever that meant. Now my goal is to do something truly meaningful. It never occurred to me you could do all three things at the same time. I wish this book had been written 20 years ago.