In this episode of Meaningful Work Matters, Andrew Soren spoke with Dr. Isaac Prilleltensky, Mautner Endowed Chair in Community Well-Being and Professor of Educational and Psychological Studies at the University of Miami.
Prilleltensky has led work climate as a dean and vice provost for institutional culture, and his research explores, in part, the topic of mattering.
Meaning vs. Mattering
According to Prilleltensky, there are two key components to mattering: feeling valued and adding value. Feeling valued involves being seen, recognized, respected, and appreciated, while adding value entails contributing to oneself, the workplace, family, or the community.
He aligns his beliefs with the Quest for Significance theory proposed by social psychologist Ira Kurzban, which suggests that many of our actions are driven by a desire for significance and mattering. In that vein, Prilleltensky explains that meaning is essentially a belief, behavior, or commitment in service of mattering. Meaningful activities, such as contributing to a social cause or personal development, provide individuals with a sense of significance and purpose, fostering engagement and a feeling of being alive.
Can Mattering Prevent Burnout?
In short, yes. Prilleltensky highlights Julie Haizlip’s research, which indicates that people often enter fields with high burnout rates, like teaching or nursing, due to their meaningful nature. However, they stay only if they feel valued and can add value. In fact, neglect and devaluation are primary reasons for burnout and turnover in various professions.
Prilleltensky also touches on some practical ways to make employees actually feel valued. He delineates between “me cultures” and “we cultures” within organizations, contrasting focus on individual advancement and happiness in "me cultures" with the collective responsibility and sense of belonging in "we cultures."
It is important to recognize and value the contributions of all employees, promoting a culture where everyone feels they have the opportunity to add something to the organization. This will make employees feel valued and prevent burnout.
Me Culture vs. We Culture
Prilleltensky points out that most people view work as a vehicle for their own advancement, paying little attention to others. That is defined as a “me culture,” driven by a more self-serving approach to the workplace. One is concerned about their own desire to feel valued, but they have little concern about whether anyone else does.
In a “we culture,” Prilleltensky says that one believes we all have the right to feel valued and appreciated. That puts everyone responsible for looking out for and caring for each other. That means not only looking for ways to feel valued but also looking for ways to add value to someone else’s work experience.
When he was Vice Provost at the University of Miami, Prilleltensky says there were faculty councils but no opportunity for staff to come together. So, he created a staff council. They met monthly to discuss any concerns and ensure they felt they were cared for. He also ran workshops where he would ask faculty and staff from across the university to explain how they add value. It allowed them to speak highly of themselves and feel responsible for something greater.
“Give them a chance to speak. Give them a chance to shine. As the asker, you will be rewarded tenfold by the recognition you will get for giving recognition to other people,” he says.
Fairness and Wellbeing
Prilleltensky believes "there's no wellness without fairness.” He explains that justice, experienced as fairness and respect, is crucial for well-being. It influences how individuals feel valued and add value in their personal and professional lives.
Justice profoundly impacts psychological experiences and well-being, suggesting that fostering fairness is essential for promoting individual and societal wellness.
From a practical standpoint, Prilleltensky suggests values clarification exercises, recognition programs, and creating platforms for staff to voice their concerns and contributions. These can have a transformative impact of shifting from a focus on individual happiness to collective well-being and fairness in organizational culture.
Final Thoughts
Prilleltensky encourages everyone to think of one thing they can do when they return to work to feel like they matter and to help others feel like they matter.
He gives an example and emphasizes the impact that one can have by simply gifting one's ear to someone so they can feel seen and heard. He says to ask some open-ended, nonjudgmental questions. Be curious. Invest time in learning about one’s colleagues. All of this will help them feel appreciated, respected, and valued. In turn, it will make you feel rewarded.