{"id":7579,"date":"2025-06-24T07:26:20","date_gmt":"2025-06-24T05:26:20","guid":{"rendered":"https:\/\/www.shefferd.com\/non-categorise\/what-if-your-real-job-was-giving-meaning-to-everyday-life\/"},"modified":"2025-07-08T14:05:27","modified_gmt":"2025-07-08T12:05:27","slug":"what-if-your-real-job-was-giving-meaning-to-everyday-life","status":"publish","type":"post","link":"https:\/\/www.shefferd.com\/en\/uncategorized\/what-if-your-real-job-was-giving-meaning-to-everyday-life\/","title":{"rendered":"What if your real job was giving meaning to everyday life?"},"content":{"rendered":"

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

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

For a long time, we believed that values and purpose alone were enough to engage teams. But what truly mobilizes people is the way they are <\/span>embodied and translated into daily practice<\/b> : a briefing, feedback, a decision, etc.<\/span><\/p>\n

Restore depth to what truly matters.<\/span><\/h3>\n

In our fields, 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 reduce bounce rate, but to rebuild trust from the first 10 seconds.”<\/span><\/i><\/p>\n

Another simple but 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; it’s in this mirror of impact that intrinsic motivation is reborn.<\/span><\/p>\n

Rewrite meaning trajectories over short horizons.<\/span><\/h3>\n

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

Example: instead of saying<\/span> “we’re restructuring our offering”<\/span><\/i>, a marketing director can set a short-term target:<\/span> “By the 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>. Meaning becomes here a tool for tactical alignment.<\/span><\/p>\n

Restore the power to act.<\/span><\/h3>\n

One of the strongest destroyers of meaning is the feeling of powerlessness. In times of crisis, teams adapt and execute, but stay silent and distance themselves from the “why”.<\/span><\/p>\n

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

    \n
  • Micro-challenges<\/b> : <\/span>“What’s the micro-detail preventing us from moving faster or better? Find it. Test a solution this week.”<\/span><\/i><\/li>\n
  • Flexibility on <\/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., in-house onboarding guide), valued as an act of initiative.<\/span><\/li>\n<\/ul>\n

    These practices activate both creativity, sense of contribution, and pride in acting, even in uncertainty.<\/span><\/p>\n

    Make meaning a “living” conversation.<\/span><\/h3>\n

    Meaning is not a finished object distributed to the team once and for all. It is co-constructed. This happens through <\/span>simple questions, asked regularly<\/b> : “<\/span>Does this project make sense to you?”, “What struck you most 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 “meaning circle” at the end of each sprint, where everyone shares something that made them proud, frustrated, or surprised. This 15-minute ritual transforms the culture.<\/span><\/p>\n

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

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

    Finally, nothing creates more dissonance than a manager who preaches well-being 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 move forward<\/span><\/i> “, refusing an overloaded project: “<\/span>No, that exceeds our capacity, and protecting 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; they strengthen it! They build credibility, and therefore the ability to mobilize.<\/span><\/p>\n

    Meaning is not an “HR bonus”: carrying it is an integral part of the manager’s daily role, and even more so when everything is shaking.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

    In every team, there’s one question: “What’s the point (anymore) of what we’re doing? ” Only meaning, beyond bonus systems or career promises, is capable of sustaining collective performance. Managers are the lever that makes it tangible. For a long time, we believed that values and purpose alone were enough to engage teams. But what […]<\/p>\n","protected":false},"author":3,"featured_media":7029,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[74],"tags":[],"class_list":["post-7579","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"acf":[],"yoast_head":"\nWhat if your real job was giving meaning to everyday life? - shefferd<\/title>\n<meta name=\"description\" content=\"Une question : \u00ab \u00c0 quoi \u00e7a sert (encore) ce qu\u2019on fait ? \u00bb. 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