A Compelling Narrative

9/23/13...Today I led the first day of a week long Policy Deployment event for our plant. Policy Deployment is a strategic process which helps an organization select the "critical few" items amongst many possibilities. This is the fourth time I am leading this type of event. In years past, the energy level was high from the start. Not so this year. The leadership team seems "worn out." Why? There are plenty of potential narratives to work on for next year. However, I am going to argue there is no "compelling narrative."  

 

I think a video a co-worker shared with me last week may help explain some of what I am feeling and maybe what the leadership team is feeling. The video is from RSA, an organization seeking social change through shared ideas and actions. This particular ten minute video focused on what drives or motivates people. There were a number of findings; 1) monetary rewards drive motivation for tasks requiring no cognizant thinking, 2) monetary rewards are a dis-incentive when cognizant thinking comes into play, 3) as long as people are paid as they perceive "fairly", their motivation then focuses on autonomy, mastery, and purpose, and 4) when profits are divorced from purpose, bad things begin happening. To me, these findings make sense.

 

This is the crossroads. I shared this video with the leadership group today. It fell flat. Seemingly, no connection. And yet, Father, I am a seed. Indeed, I feel today was nothing more than planting a seed. The thing is, with some watering, even I have no idea if a plant will sprout or if the seed will remain in the ground for some time. Indeed, two years ago I wrote about purpose in teaming, and now I find some water pouring on the seed.

 

The plant within the seed is this. I must have a "compelling narrative" to find purpose in my life once my primal needs are met (including "pay" as no longer a driving issue). The "compelling narrative" of business only takes me so far. Does this hold true for others? For the first three years at my company, I found some compelling narratives, such as 1) empowering people so they can make their work lives better through teaming and activist committees, 2) reducing customer complaints so our customers (line workers and leaders) do not face the frustrations of dealing with poor product and thus in turn negatively affecting their families and neighbors, 3) learning lean versus traditional leadership methods in order to engage people and improve, 4) achieving SQF requirements so we retain business and our people have job security, and 5) achieving a 5 year contract with Coke so we help everyone attain job security. These are all noteworthy compelling narratives in a business environment. However, after three years, are these type of narratives starting to fall flat?

 

I believe the challenge ahead, as a business, is connecting purpose with profits. I fear our company may be losing sight of "compelling narratives." Over the last four of five years, our company is enjoying record profits. This in lieu of the Great Recession. But as the speaker via RSA shared, profits divided from purpose, is a minefield. All I hear from leadership is the need to drive, drive, drive sales, profits, and cost reduction. Where is the purpose beyond profits?

 

Only when we find our "compelling narrative" within the necessary profits, will we find purpose. Herein lies my continued challenge in the Toil. Grace is my "compelling narrative." However, as a business leader, weaving in Grace with the Toil in a secular business environment eludes me.