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The Why of Work: How Great Leaders Build Abundant Organizations That Win ReviewDave and Wendy Ulrich organize the material in this book within a framework of seven questions. As you review the list, begin to formulate your answers.
1. What am I known for?
2. Where am I going?
3. Whom do I travel with?
4. How do I build a positive work environment?
5. What challenges interest me?
6. How do I respond to disposability and change?
7. What delights me?
They devote a separate chapter to each of these seven questions, focusing on real-world situations in which various people address the given issues each query raises. Perhaps your initial responses to the questions have begun to suggest what you would like to change. Perhaps they have evoked others. For example, which of the seven are the easiest for you to answer? Which are the most difficult? Is the answer to any one of them of greater importance to you than any others?
In the Preface, the Ulrichs explain what they hope their book will accomplish. They seem wholeheartedly committed to helping their reader to add substantial value in all areas of her or his own life (notably family, career, and community), and also to help their reader help others to do so. There are frequent references to meaning or the absence thereof. The Ulrichs share their thoughts and feelings about both the "why" and the "how" of meaning at work. "The why refers to the human search for meaning that finds its way into our offices and factories, a search that motivates, inspires, and defines us. The how gets us into the practicalities of how leaders facilitate that search personally and among their employees." Purpose gives both meaning and value to such initiatives. The Ulrichs characterize human beings as "meaning-making machines" who seek and often find inherent value in making sense of life.
Such meaning also has market value because "meaningful work solves real problems, contributes real benefits, and thus adds real value to customers and investors." In this context, the Ulrichs introduce their concept of the "abundant organization" and identify its dominant characteristics: "a work setting in which individuals coordinate their aspirations and actions to create meaning for themselves, value for stakeholders, and hope for humanity at large"; an organization that "has enough and to spare of the things that matter most": creativity, hope, resilience, determination, resourcefulness, and leadership; a profitable enterprise that concentrates on opportunities, potentialities, synergies, and fulfillment of a diversity of human needs and experiences; and especially when times are tough, a social as well as economic forces that can "bring order, integrity, and purpose out of chaos and disintegration."
An abundant organization gives meaning to everyone involved by offering a spiritual as well as physical environment within which to thrive as human beings; their contributions, in turn, create a decisive competitive advantage for the organization while increasing and enhancing its market as well as its social value.
In the final chapter and then in the Apppendix, the Ulrichs share their thoughts and feelings about the implications of the seven principles as well as actions of abundant organizations that they proposed in the first nine chapters. Once again they stress the importance of identifying and then resolving the root causes of both organizational and individual dysfunctionality and deterioration rather than merely respond to its symptoms. Once again, they reassert that the underlying cause of many (most?) problems in the workplace is a "deficit" of both meaning and purpose.
To become and then remain "abundant," an organization must help its people to leverage their strengths and serve their core values, meanwhile doing so with their career objectives in proper alignment with their organization's strategic objectives. That is the "Why" of their relationship. In this brilliant book, Dave and Wendy Ulrich also provide leaders with the "How," the information and counsel they need, to create an abundance of purpose and meaning both for themselves and for everyone else involved, at all levels and in all areas of the enterprise they share.The Why of Work: How Great Leaders Build Abundant Organizations That Win Overview
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