Page 128 - Company Excellence

Part II: Chapter 4 ‐ The Wellbeing Match

Even the term "sense-making" is not too lofty. In any case, my
experience is that meaning is often a strong source of joy in life and
also in work, and thus for motivation. Positive emotions - by which I
do not mean unrealistic thinking with rose-colored perception glasses
- promote performance and often lead to better work results. People
who find meaning and satisfaction in their work are usually more
resistant and resilient.
That's why the following applies: companies shape the working
atmosphere in such a way that managers and employees are satisfied
at their respective workplaces and see an individual meaning in
what they do there. That is:

• Who increases the satisfaction factor of people,
• who establishes a corporate culture in which managers and
employees look to the future with optimism and
confidence,
• who builds up the work processes in such a way that
people can use their strengths - their competencies! - can
use and develop them,
• who ensures that a meaningful work life without burdensome
stressors makes people happier and healthier ...

that contributes to the company's success.
What can you do to increase the wellbeing factor? It is important
to have an appreciative management style in which employees are
not regarded as resources or capital, but as individuals with equal
rights who need to be managed on an equal footing and with due
regard for their individuality - in this context, I would remind you of the
" People® megatrend" mentioned earlier. This certainly includes,

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