The more effectively leaders and organizations support employees in meeting these core needs, the more likely the employees are to experience engagement, loyalty, job satisfaction and positive energy at work, and the lower their perceived levels of stress.
What we’ve lost is our on-off switch. Instead, we live mostly in a gray zone, neither fully on nor fully off. We keep going and going. But to make that possible, we rarely fully engage in anything.
What generates an enduring experience of meaning and satisfaction in our work is the sense that what we’re doing really matters — that we’re truly adding value in the world.
The universal fear that acknowledging our missteps will be read as weakness almost always turns out to mistaken. Far more typically, it increases trust — and makes us feel better about ourselves.
But how, I find myself wondering, can we justify asking people to work full time yet not pay them enough to buy food for their families, much less live a reasonably comfortable life?