{"id":16858,"date":"2023-10-10T07:17:35","date_gmt":"2023-10-10T07:17:35","guid":{"rendered":"https:\/\/mysourcefunding.com\/leadership\/be-a-movement-leader-at-work\/"},"modified":"2023-10-10T07:17:36","modified_gmt":"2023-10-10T07:17:36","slug":"be-a-movement-leader-at-work","status":"publish","type":"post","link":"https:\/\/mysourcefunding.com\/?p=16858","title":{"rendered":"Be A \u2018Movement Leader\u2019 At Work"},"content":{"rendered":"<div>\n<p>\u201cWhen you\u2019re surrounded by people who share a passionate commitment around a common purpose, anything is possible.\u201d<\/p>\n<p>That\u2019s not from a philosopher. It\u2019s from a guy who sells coffee\u2014Howard Shultz, the purpose-driven visionary who built Starbucks into a multinational chain with more than 35,000 stores worldwide.<\/p>\n<p>Jennifer Dulski also knows a thing or two (many more things, in fact) about the power of purpose. She\u2019s filled leadership roles at Facebook, Google, and Yahoo! She was president and chief operating officer at Change.org, and today\u2019s she\u2019s CEO (and founder) of Rising Team, a platform that provides tools and training for leading engaging team development sessions. Her bestselling book is <em data-ga-track=\"ExternalLink:https:\/\/www.amazon.com\/Purposeful-Are-Manager-Movement-Starter\/dp\/073521137X\/ref=sr_1_1?crid=38EWMSZ1FL5J7&amp;keywords=purposeful%2C+jennifer+dulski&amp;qid=1694904511&amp;sprefix=purposeful%2C+jenniver+dulski%2Caps%2C142&amp;sr=8-1\">PURPOSEFUL: Are You a Manager or a Movement Starter?<\/em><\/p>\n<p>Dulski says that when business leaders have a clear and compelling vision, they can motivate employees to feel passionate about their work, and see how their jobs contribute to a larger purpose.<\/p>\n<p>\u201cMovements also thrive on community and shared values,\u201d she says. \u201cBy fostering a sense of community within an organization, business leaders can ensure employees feel connected to each other and to the larger mission, leading to greater collaboration and innovation. Incorporating the mindset of a movement leader allows business leaders to transcend traditional corporate structures and create organizations that are more adaptable, engaged, and purpose driven.\u201d<\/p>\n<p><fbs-ad position=\"inread\" progressive=\"\" ad-id=\"article-0-inread\" aria-hidden=\"true\" role=\"presentation\"><\/fbs-ad><\/p>\n<p>Dulski says successful movement starters begin with a clear vision for what they want to accomplish, and people at any level within an organization can create a vision for their movement using these steps:<\/p>\n<ul>\n<li>Articulated future\u2014what the world (or your organization) will look like if you are successful<\/li>\n<li>Purpose\u2014why this matters to you and others (employees, customers, etc.), ideally with data to support it<\/li>\n<li>Story\u2014compelling real-world examples of how people are impacted by the issue<\/li>\n<\/ul>\n<p>\u201cIdeally, you want to gather others to support your cause before you make a proposal or request,\u201d she says. \u201cFor example, when I worked at Change.org, our all-team meetings were traditionally held on Friday mornings Pacific time. However, our European team members put together a petition to move the meeting to Thursday mornings instead. They explained in a compelling way how morning Pacific time was Friday evening for them and added photos of their children missing them on Friday nights. While they probably could have been successful in this campaign without a petition, creating a petition in this case was particularly effective because Change.org is a petition platform. Overall, it had all the components of a strong vision\u2014articulated future, purpose, and personal stories.\u201d<\/p>\n<p>As most of us realize, the disruptions triggered by the Covid pandemic caused people to re-examine the importance of purpose in the workplace? Dulski says the pandemic fundamentally altered workplace dynamics, leading many employees to reflect deeply on both the meaning of their work and how their work fits into the full picture of their lives. She says it also provided a view into both the value of relationships (given how isolated people were) and the value of time (given that people saw how quickly it could be cut short).<\/p>\n<p>With this new appreciation, Dulski says, people want to do work that matters to them and they want their work to be flexible enough to accommodate all aspects of their lives. \u201cEmployees want to work at organizations where they will feel trusted and valued and can build strong connections with their colleagues whether they are remote, hybrid, or in person. Companies that emphasize purpose and meaningful work will be better at fostering employee engagement and commitment during uncertain times.\u201d<\/p>\n<p>Dulski says that what sometimes keeps people from stepping forward to take action is \u201ca misplaced sense that we haven\u2019t earned the right to have a voice in certain movements, that perhaps we don\u2019t belong in particular fights in our communities or in our companies because we are outsiders to those struggles.\u201d<\/p>\n<p>So what steps can people take to overcome this hesitation and jump in to make a difference in a particular cause?<\/p>\n<p>\u201cIt\u2019s more important to support causes we believe in than to be perfect in how we support them,\u201d she says. \u201cFor causes that are for communities we aren\u2019t directly a part of, it\u2019s helpful to start with learning\u2014reading, listening, following key influencers\u2014as well as centering and amplifying the voices of those directly impacted by those movements, rather than trying to start or lead those movements ourselves.\u201d<\/p>\n<p>According to data from Gallup and researchers,<strong> <\/strong>employee engagement continues to wane in many organizations. What can leaders do to encourage workers to join forces in championing organizational values? And what can leaders do to ensure that organizational values are worth championing?<\/p>\n<p>Dulski says that while shared values are a key foundation for engagement in the workplace, it\u2019s not enough to articulate values. Organizations need to bring values to life or they fall flat.<\/p>\n<p>\u201cAt companies where I\u2019ve worked, we\u2019ve found ways to make the values part of the ongoing experience,\u201d she says. \u201cSuccessful initiatives include \u2018Values Appreciations\u201d or \u2018Values Ambassadors\u2019 where people nominate colleagues who represent certain values and recognize them. Making values a key part of evaluating employee contributions to the company, in addition to results, is another way to ensure values are more than just words. By both establishing a set of core values and modeling and promoting those values, leaders can foster a sense of belonging. Employees who feel a strong connection to their company&#8217;s values are more likely to be engaged and committed to their work.\u201d<\/p>\n<p>Dulski says connection is another key factor in employee engagement. She cites data showing that if employers invest a small amount of time in consistently helping employees feel more deeply connected to each other, even when they work in remote and hybrid environments, significant increases in employee engagement can be produced.<\/p>\n<p>Dulski quotes South African human rights activist Desmond Tutu as saying, \u201cDon\u2019t raise your voice; improve your argument.\u201d She says that approach can be used in building support for a cause.<\/p>\n<p>\u201cA key part of many successful movements is persuading people in positions of power to make a decision or change their minds about something,\u201d she says. \u201cOne strategy that can help in this effort is to understand the people you are working to persuade. When you understand what matters to your decision-makers you can make a more compelling argument for your cause using data, stories, and relationships that are more likely to make a difference.\u201d<\/p>\n<p>Dulski<strong> <\/strong>advocates something called \u201c80\/20 decision making.\u201d The idea is that people should be able to make the majority of the decisions that are required to get their jobs done. She uses a \u201ctraffic light\u201d system:<\/p>\n<p>She says 80% of decisions are green, meaning employees can make them on their own. Managers can give feedback, but their approval is not required.<\/p>\n<p>Another 5% of decisions are red, meaning the employee knows approval is required before moving forward. These are usually \u201chard to undo\u201d decisions, like hiring people, large budget items, etc.<\/p>\n<p>The other decisions are yellow, meaning it\u2019s not clear who should make the decision. On those, employees and their managers should discuss and agree whether they are red or green.<\/p>\n<p>\u201cThe goal is to get 80% to 90% of decisions in the green, and the remainder in the red, and move things out of the yellow for maximum clarity,\u201d Dulski says. \u201cUsing a system like this helps create trust and autonomy, while also driving speed and productivity. At some stages of organizational growth, the percentages may vary a bit. It\u2019s less about getting the exact percentages \u2018right\u2019 than it is about creating clarity around which decisions need approval and which don\u2019t.\u201d<\/p>\n<p>In the post-pandemic workplace, many organizations are mandating their employees return to the office, citing productivity and connection concerns. Dulski has some firm opinions on that.<\/p>\n<p>\u201cWith return to office (RTO) mandates, companies often ignore the data when it comes to productivity levels and employee-to-employee connection,\u201d she says. She cites research showing that employees on remote and hybrid teams express higher levels of satisfaction with where they work versus in-person employees. In fact, she says, hybrid and remote employees report feeling more trusted, more effective, more appreciated and even a higher sense of belonging than in-person employees.<\/p>\n<p>\u201cForced and inflexible RTO mandates may have exactly the opposite effect of the intended outcome,\u201d she says. \u201cWhile executives hope to increase productivity and connection, what they actually do is decrease trust and make people feel less valued and less engaged.\u201d<\/p>\n<p>As a result of these mandates, Dulski says, many workers also experience an \u201cactivity avalanche\u201d where too many meetings lead to decreased productivity. \u201cThe mandates create a disconnect between leadership and employees, ignoring the flexibility that allows workers to be their most productive selves,\u201d she says. \u201cThe companies that will be most successful in this new work environment are those that create flexible return to office policies and focus on intentional connection-building whether employees are remote or in-person.\u201d<\/p>\n<\/div>\n<p>Read the full article <a href=\"https:\/\/www.forbes.com\/sites\/rodgerdeanduncan\/2023\/10\/10\/the-power-of-purpose-be-a-movement-leader-at-work\/\" target=\"_blank\" rel=\"noopener\">here<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>\u201cWhen you\u2019re surrounded by people who share a passionate commitment around a common purpose, anything is possible.\u201d That\u2019s not from a philosopher. It\u2019s from a guy who sells coffee\u2014Howard Shultz, the purpose-driven visionary who built Starbucks into a multinational chain with more than 35,000 stores worldwide. Jennifer Dulski also knows a thing or two (many [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":16859,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"content-type":"","footnotes":""},"categories":[76],"tags":[],"class_list":{"0":"post-16858","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-leadership"},"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v20.9 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Be A \u2018Movement Leader\u2019 At Work | Brandiary<\/title>\n<meta name=\"description\" content=\"\u201cWhen you\u2019re surrounded by people who share a passionate commitment around a common purpose, anything is possible.\u201d That\u2019s not from a philosopher. 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