This week NAB released some compelling research on what Australians considered to be the hallmarks of a good job. Three of the top four things were “fulfilling”, “something I’m passionate about” and “meaningful”.
This was based on a survey of more than 2000 Australians aged 16-70 conducted by global research firm Ipsos. It was the third chapter in a broader white paper, Rethink Success, that looks at how Australians define “success”.
The first chapter, released late last year, found that Australians define success not as money or status, by firstly by happiness, then good family relationships, feeling fit and healthy and being a good person.
As a leader, these are my four top tips for creating a workplace where people can be truly successful in this broader sense.
1. Give work a meaning – purpose and vision inspires and provides a common goal to rally around.
Many people think of their job as a part of their identity. Meaningful work (work that has a purpose) is fulfilling – it makes us proud, it makes us happy.
At NAB we have focused the whole organisation around the customer. Whether our people are in customer facing roles or not, we all have a role to play in making it easier for customers to reach their potential.
We have also discovered that our vision – to be Australia and New Zealand’s most respected bank – is the single most significant driver of engagement for our people, according to employee survey data.
And beyond that, the notion of ‘respect’ satisfies that need for our people to know we trust and believe in them; they are good people.
2. Allow people to meaningfully connect with values that align with your vision.
Employees and customers are increasingly choosing to work and do business with companies that align with their values and aspirations. It is important that every single employee understands what a company’s values are.
Two years ago when NAB launched its organisational values, we didn’t want to rely on communication packs, wallet cards or mouse pads with the company values emblazoned on them. We recognised that human beings are wired to remember stories. So we encouraged leaders to bring their own personal experience and meaning, and communicate NAB’s values (Passion for customers; Will to win; Be bold; Respect for people; Do the right thing) through story-telling. This has had a significant influence on the way people understand the values.
Leaders who communicate values through story-telling have a significant influence on the way people think and feel.
3. Contribute to employee wellbeing – be supportive, flexible, fun.
To quote Confucius, ‘Choose a job you love, and you will never have to work a day in your life’
Creating a flexible working environment allows you to accommodate the diverse needs of people – both customers and employees. It leads to higher productivity, and enables people to live in a way that accommodates their personal lifestyle needs.
In my experience, supporting flexibility in a way that meets both the individual and business needs, demonstrates your trust in your people and strengthens their commitment and willingness to take on challenging work (see how this links back to meaning?).
4. Nurture a growth mindset – so your people are credible, capable and confident to face into the future.
Change in the working landscape is more rapid with digitisation and disruption. Traditional pathways are being paved over with new roads.
Our role as leaders is to believe in people, their ideas and dreams, and show interest in their aspirations. Create a space where people can demonstrate and develop their talents, determine what they want from their career and encourage and support them to achieve it.
Careers are increasingly becoming dynamic and fluid. There is a greater level of empowerment for those who are willing to shift tracks.
But if you don’t know where you’re heading, how will you know what to pack?
Purpose is key. It helps you map a direction, and focuses you on the capabilities you need to get there.
This brings me to my purpose, which is “to help people grow every day, by creating the right culture and connecting them to the learning and development they need to be credible, capable and confident now and in the future”.
What gives your job meaning and what guides you towards your future?
Steve Barrow is Executive General Manager of People, Culture and Capability at NAB.