{"id":7073,"date":"2025-06-24T07:26:20","date_gmt":"2025-06-24T05:26:20","guid":{"rendered":"https:\/\/shefferd.vitalyn.com\/?p=7073"},"modified":"2025-06-25T14:07:27","modified_gmt":"2025-06-25T12:07:27","slug":"what-if-your-real-job-was-to-give-meaning-to-the-everyday","status":"publish","type":"post","link":"https:\/\/shefferd.vitalyn.com\/en\/management\/what-if-your-real-job-was-to-give-meaning-to-the-everyday\/","title":{"rendered":"What if Your Real Job Was to Give Meaning to the Everyday?"},"content":{"rendered":"

\"\"<\/a><\/p>\n

 <\/p>\n

In every team, one question arises: “<\/span>What’s the point of what we’re doing (anymore)?<\/span><\/i> ” Only purpose, beyond bonus systems or career promises, can sustain collective performance. Managers are the lever that makes it <\/span>tangible<\/b>.<\/span><\/p>\n

For a long time, we believed that values and organizational purpose were enough to mobilize teams. But what truly drives engagement is how they are <\/span>embodied, translated into everyday actions<\/b> : a briefing, feedback, a decision, and so on.<\/span><\/p>\n

Restoring prominence to what truly matters.<\/span><\/h3>\n

In our professions, projects move at breakneck speed, sometimes at the expense of understanding their real impact: we must then restore the <\/span>sense of usefulness<\/b>.<\/span><\/p>\n

Example: a UX manager might start a project not with a list of specs, but with a clear intention:<\/span> “Our goal isn’t just to lower the bounce rate, but to rebuild trust within the first 10 seconds.”<\/span><\/i><\/p>\n

Another simple yet powerful lever: <\/span>make the impact of your work visible<\/b>. User testimonials shared with the team, concrete impact data, feedback from peers or other teams\u2014it’s in this mirror of impact that intrinsic motivation is reborn.<\/span><\/p>\n

Rewriting meaningful trajectories over short horizons.<\/span><\/h3>\n

In an uncertain context, the grand vision is no longer enough: you need <\/span>three-month milestones that are clear and meaningful<\/b>.<\/span><\/p>\n

Example: instead of saying<\/span> “we’re restructuring our offering”<\/span><\/i>, a marketing director can set a short-term milestone:<\/span> “By end of September, we will have tested 3 new ways to speak to our most skeptical customers.”<\/span><\/i><\/p>\n

This approach provides clear direction and creates a sense of <\/span>shared momentum<\/b>. Purpose becomes a tool for tactical alignment.<\/span><\/p>\n

Restoring agency.<\/span><\/h3>\n

One of the most powerful destroyers of purpose is the feeling of powerlessness. During times of crisis, teams adapt and execute, but go quiet and drift away from the “why.”<\/span><\/p>\n

Managers have the power to restore <\/span>zones of autonomy<\/b>, however modest:<\/span><\/p>\n

    \n
  • Internal micro-challenges<\/b> : <\/span>“What’s the small detail preventing us from moving faster or better? Find it. Test a solution this week.”<\/span><\/i><\/li>\n
  • Freedom to reframe <\/span>briefs<\/b> : allow teams to rephrase a request to make it more engaging.<\/span><\/li>\n
  • Out-of-the-box initiatives<\/b> : launch a parallel useful project (e.g., a homemade onboarding guide), valued as an act of initiative.<\/span><\/li>\n<\/ul>\n

    These practices activate creativity, the sense of contribution, and the pride of taking action, even amid uncertainty.<\/span><\/p>\n

    Making purpose a “living” conversation.<\/span><\/h3>\n

    Purpose is not a finished product you hand out to your team once and for all. It’s co-created. This happens through <\/span>simple questions, asked regularly<\/b> : “<\/span>Does this project feel meaningful to you?”, “What stood out most for you this month?”, “If you had to sum up what we’re trying to accomplish, what would you say?”<\/span><\/i><\/p>\n

    Example: A digital content manager organizes a “purpose circle” at the end of each sprint, where everyone shares something that made them proud, frustrated, or surprised. This 15-minute ritual transforms culture.<\/span><\/p>\n

    This is a posture of <\/span>managerial curiosity<\/b>, which fuels engagement.<\/span><\/p>\n

    Embody what you want to transmit.<\/span><\/h3>\n

    Finally, nothing creates more dissonance than a manager who preaches wellbeing and work-life balance while overloading their teams, or who champions transparency without admitting what they don’t know.<\/span><\/p>\n

    Embodiment is <\/span>coherence<\/b> between words and actions.<\/span><\/p>\n

    Saying: “<\/span>I don’t know yet, but here’s how we’ll move forward<\/span><\/i>“, refusing an overloaded project: “<\/span>No, this exceeds our capacity, and preserving the team is more strategic than this short-term gain<\/span><\/i>“, sharing a mistake as a learning opportunity\u2014these practices don’t weaken authority; quite the opposite! They strengthen credibility and thus the ability to mobilize.<\/span><\/p>\n

    Purpose is not an “HR bonus”: carrying it is an integral part of the manager’s daily role, especially when everything is in flux.<\/span><\/p>\n

     <\/p>\n","protected":false},"excerpt":{"rendered":"

      In every team, one question arises: “What’s the point of what we’re doing (anymore)? ” Only purpose, beyond bonus systems or career promises, can sustain collective performance. Managers are the lever that makes it tangible. For a long time, we believed that values and organizational purpose were enough to mobilize teams. But what truly […]<\/p>\n","protected":false},"author":2,"featured_media":7029,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[31],"tags":[],"class_list":["post-7073","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management"],"acf":[],"yoast_head":"\nWhat if Your Real Job Was to Give Meaning to the Everyday? - shefferd<\/title>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"What if Your Real Job Was to Give Meaning to the Everyday? - shefferd\" \/>\n<meta property=\"og:description\" content=\"  In every team, one question arises: “What’s the point of what we’re doing (anymore)? ” Only purpose, beyond bonus systems or career promises, can sustain collective performance. 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