Most of the published literature has focused on why meetings fail or succeed, scheduling meetings efficiently, planning for a successful committee meeting, etc. Emphasis is now on how to make the best of a meeting. Sufficient focus is not espoused on the leadership dimension, a key aspect for effectiveness.
If employees find meaning in their work and are valued for whatever they do, their motivation levels will always be at their peak. The best that any organisation can do is attach meaning to the employee’s work as a sense of meaning will win over the impediments that hinder employees’ growth in the organisation.
Employees are pretty observant; they do not miss much. The actions and behaviours they see modeled and the ideals their immediate supervisor appears to value will inform their decisions and behaviour at work. If they see a management team that prioritises tasks, efficiencies, and productivity (job functions), then that is what they will focus on—often at the expense of the company’s own mission.
Who hold the onus of managing generational diversity then? Is it the more mature generation i.e., boomers and Generation X or the relatively younger generations millennials and Generation Z? Undoubtedly, this onus lies with every generation.
We are living through the ‘Great Resignation,’ an ongoing economic trend in which employees have voluntarily resigned from their jobs en masse. Possible causes include long-lasting job dissatisfaction. It is therefore more important than ever to get under the skin of what motivates your workforce.
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