Nonetheless, without being reminded from time to time it’s easy to forget how fundamental the search for meaning, for “something to believe in”, is to the decisions that we make [...]]]> I know it’s a small world out there, so many of you have probably heard of Hugh McLeod and one of his most memorable phrases/cartoons:

Nonetheless, without being reminded from time to time it’s easy to forget how fundamental the search for meaning, for “something to believe in”, is to the decisions that we make everyday as consumers, as employees, as human beings. Too often we fall for the same old tricks dressed up in marketing hype that promise an easy path to meaning. Who doesn’t want to instantly feel that they belong, that they are wanted, that they are alive? And yet, time and again we are left disappointed by the lack of substance behind the promise, whether it’s about a product, a company, even another person. We end up paying for the meal and eating the menu. However, we can’t resist going back to the well again and again; after all, maybe this time it’s the real thing. Now I’m not suggesting that marketing is evil or that we should never believe in anything again. That would just a way offering up yet another set of beliefs for adoption. Awareness is enough to produce a fundamental shift. Let’s be aware of what we are really buying and/or selling.

So just what does this mean for managers? Well, as managers, we are selling not only our company’s products and services, we are selling ourselves and the organization to which we belong. Our employees crave something to believe in, too, but they are quick to sense when our actions do not provide the substance behind what we are selling them. And after many disappointments, they’re not willing to take another chance. Too often, the result is disengagement and apathy. Do you need to care? Only if you want or need employees that are engaged in their work, that aren’t just punching the clock (and thinking of you). There are probably cases where such engagement is not necessary, not practical, or at least not a distinctive advantage. Even so, one might argue that it’s our “duty” as managers to bring whatever level of meaning we can to our employees. Others might argue that it’s better to stay out of this game altogether, or to simply parrot the “mission, vision, values” of the organization. Let us know what you think.