Have you ever heard of Not My Job (NMJ) syndrome? There are some particularly hilarious examples on the internet. I like this one:
This is an extreme example of what can happen when people are focused on the details of a specific task rather than connected to a bigger purpose or outcome. As far as the research goes, that's what people look for in their work – a sense of meaning and connection to purpose. That means knowing why we're doing something and how we're contributing to the overall goal. This means that strategy is everyone's job.
It's a bit like a rowing crew. Building momentum and getting results is challenging if everyone isn't rowing in the same direction. it'sYour teams know this too – 70% of workers surveyed in a 2016 BetterWorks-sponsored HBR report believed that a lack of alignment prevented them from fulfilling organizational objectives.
“People at work are thirsting for context, yearning to know that what they do contributes to a larger whole.” – Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us
Strategy shouldn’t be a pretty abstract document that sits on a wall, bookshelf, or table. Setting and communicating a big-picture direction is a senior responsibility, but making strategy meaningful and delivering on change is all about everyday decisions and actions.
Progress toward a meaningful goal is the number one motivator for employees. People want to know how to prioritize, how their work makes a difference to the big picture, and that they will be recognized in ways that reflect that. Making progress toward big-picture goals is satisfying – it enhances culture, boosts retention and underpins organizational performance.
Quick tips on how to make strategy everyone’s job: