If you’re like most organizations, you spend a great deal of time measuring, monitoring, and rewarding results. That’s a good thing. A blip in one area - for example, assembly - negatively impacts packaging, warehousing, loading, delivery, etc. So, you set clear performance expectations then hold people accountable for them through constant modeling, vigilance, attention, coaching, praising, and redirection, every day.

As a leader, you may have discovered that when your team is aligned around a common purpose, you get the best results. But what does this mean? The key is to understand that people yearn to be a part of something bigger than themselves. They want to be part of something that matters, something significant and meaningful—because they want to feel like their life has meaning and significance.