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Speaker 1: How do you make sure that members of your team

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Speaker 1: are happy, committed, and satisfied with their situation in the workplace?

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Speaker 1: Do you just give them praise or have you been

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Speaker 1: able to grow some internal force within them that helps

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Speaker 1: drive them forward even when things get difficult. Doctor Gabriella

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Speaker 1: Rosen Calluman is a Harvard trained physician, the chief innovation

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Speaker 1: officer Better Up, and the co author of the international

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Speaker 1: bestseller Tomorrow Mind with Martin Seligman. In their book, they

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Speaker 1: tackle the challenges of thriving in our modern world of

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Speaker 1: work and offer guidance for leaders who are looking to

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Speaker 1: arm their workforce with the capabilities that will future proof

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Speaker 1: their company's success. So what does Gabriella's research say we

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Speaker 1: need to do to help you and your team thrive

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Speaker 1: in tough times? Welcome to How I Work, a show

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Speaker 1: about habits, ritual and strategies for optimizing your day. I'm

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Speaker 1: your host, Doctor Amantha Imper. On today's quick Win episode,

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Speaker 1: we go back to an interview from the past and

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Speaker 1: I pick out a quick win that you can apply today.

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Speaker 1: In today's show, Gabriella reveals the key to unlocking meaning

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Speaker 1: in the workplace and how you as a leader can

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Speaker 1: inspire your team to find it.

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Speaker 2: So meaning is what my co atho Marty Salomon calls

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Speaker 2: a flabby concept. By what do you mean? There's a

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Speaker 2: lot of different meanings to the word meaning. The psychologist

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Speaker 2: make cal Stieger has this definition that there's three different

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Speaker 2: components to meaning. There's purpose, there's coherence, and there's significance.

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Speaker 2: So significance is that you know, my life has meaning,

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Speaker 2: there's some significance to me being here. Coherence is this

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Speaker 2: idea that there's a greater integrity of my actions with

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Speaker 2: something larger that it all somehow fits together. And purpose

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Speaker 2: is that there's something bigger than I'm kind of working

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Speaker 2: toward and pushing for. Mattering is what we think of

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Speaker 2: as like a very bare minimum level of significance, whereby

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Speaker 2: I feel that the labor I'm putting out there in

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Speaker 2: the world is for a purpose, it's seen, and it's

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Speaker 2: not forn and at a clinical psychological level, and people

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Speaker 2: lose a sense of mattering, they can't even get out

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Speaker 2: of bed to start the day, right. So the extreme

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Speaker 2: end of not mattering is depression in the workplace. Some

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Speaker 2: of our professions, some of our labors, are meaningful in

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Speaker 2: a colloquial sense of they might be attached to, let's say,

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Speaker 2: as a healthcare provider saving a person's life, and some

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Speaker 2: of us are doing labors that feel much more removed

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Speaker 2: from immediate meaningful impact for other human beings, for sense

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Speaker 2: of integrity, for service to the planet. As managers, whatever

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Speaker 2: we're asking people to do, we need them to be

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Speaker 2: able to feel that their labors have registered to us,

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Speaker 2: that they matter, that we see them doing that thing.

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Speaker 2: That is the bare minimum of a person continuing to

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Speaker 2: be motivated to keep putting in the effort day after day,

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Speaker 2: and in this day and age, when we as managers

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Speaker 2: are very often asking people, hey, that thing that you

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Speaker 2: work so hard on for six months, remember that stop

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Speaker 2: doing that thing and start doing this totally different thing

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Speaker 2: because the industry change, the world changed, what the market change,

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Speaker 2: whatever it was. That's a crisis of mattering. That's a

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Speaker 2: crisis where the employee is asked themselves, why did I

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Speaker 2: just do that for six months? And why is it

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Speaker 2: going to matter for me to do this next thing?

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Speaker 2: So that's where we define the sort of bare minimum

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Speaker 2: of what a manager needs to do to help people

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Speaker 2: stay motivated, and really what we owe people if we're

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Speaker 2: asking them to work on something, we owe it to

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Speaker 2: them to witness that work and to have it be

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Speaker 2: seen and to have them feel that that was not

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Speaker 2: all for not.

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Speaker 1: How do you approach that as a later in terms

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Speaker 1: of remembering that, Because there's so much to remember and

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Speaker 1: to do to be a great leader these days, I

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Speaker 1: feel like their responsibilities are greater than ever. It seems

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Speaker 1: very basic, but I can imagine that a lot of

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Speaker 1: ladies don't do it. How do you think about it

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Speaker 1: in your role?

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Speaker 2: Yeah, by the way, I think about it all the time,

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Speaker 2: and every time I share this insight and this idea

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Speaker 2: of as managers, when we ask people to pivot, I

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Speaker 2: think about at that exact moment, where am I asking

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Speaker 2: my team to pivot and where do I need to

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Speaker 2: remember to go back and do this. So I do

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Speaker 2: try to pay attention to it most at these pivot moments.

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Speaker 2: I try to pay attention to it. When we are

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Speaker 2: reading out on metrics and performance, you know that's a

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Speaker 2: moment where your team might miss a metric, but it

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Speaker 2: might be a for a reason that was out of

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Speaker 2: their control or despite the fact that there was a

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Speaker 2: lot of effort that was put in and so how

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Speaker 2: do you witness the effort, how do you witness the

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Speaker 2: intent even while helping the team grow and evolve to

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Speaker 2: the next chapter. So I try to narrate the utility

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Speaker 2: of the effort as much as I can when I

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Speaker 2: know that we're shifting away from or trying to learn

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Speaker 2: something about where it could be better, because I know

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Speaker 2: that's when it's the threat happens. And then in general,

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Speaker 2: when we have good hygiene and good practices around recognition,

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Speaker 2: which is something I think all of us can get

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Speaker 2: better at. But recognition is an antidote, and it's almost

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Speaker 2: a vaccine for a crisis of mattering. If people feel

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Speaker 2: you're someone who's recognizing them and who's seeing what they're doing,

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Speaker 2: then they'll be more trusting about leaving something behind and

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Speaker 2: going to something new.

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Speaker 1: I hope you enjoyed this little quick win with Gabriella.

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Speaker 1: If you would like to listen to the full interview,

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Speaker 1: you can find a link to that in the show notes.

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Speaker 1: If you like today's show, make sure you you'd follow

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Speaker 1: on your podcast app to be alerted when new episodes drop.

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Speaker 1: How I Work was recorded on the traditional land of

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Speaker 1: the warrangery people of the cool And Nation