It is quite likely that all new employees have thoughts like these. And yet, in many organisations, not all employees are happy and as productive as hoped. What happened to the positive intentions? Are selection criteria inadequate? Are managers and supervisors inept in engaging employees?

Professor Chris Peterson of the University of Michigan coined the term ‘enabling institution’ with the observation that ‘some organisations can enable certain outcomes better than other institutions can’ (and that those outcomes are desirable to the respective institutions). Is your organisation enabling your people to produce the results that you want? Peterson noted that across a variety of enabling institutions including organisations, families, and schools, some common virtues stand out.

In the context of the workplace, an enabling organisation has a clear purpose and its moral goals are made known to all and shared. The vision is clear and all employees understand the ‘why’ of the business. Core values are guiding principles for the conduct of business, and are described in terms of observable behaviours that employees can ascribe to. The vision when translated into strategy informs the allocation of resources and operational decision-making.

Employees know why they need to do what they have to do. They have a context. There is purpose in their work and they find meaning in accomplishing their work goals. Engagement and accountability is more likely.

In organisations where employees are creative, innovative and productive, employees feel safe from threat, danger and exploitation. Fear cripples the mind and creativity is strangled. An employee who is anxious is more likely to play safe and stick to the tried and tested ways of getting things done rather than risk fresh untried ideas and methods.

People tend to be averse to the threat of loss of what they already have than future bonus or promotion. When employees are not threatened with security of their jobs and are encouraged to explore and take risks, they are more likely to be innovative and accept stretch assignments.

When employees are clear about how they will be rewarded and are confident that their work would be recognised fairly, they are motivated to do more and better. Setting SMART goals and rewards that are commensurate to the outcomes are first steps.

Equitability and fairness in dispensation of reward should never be in question. Injustice is toxic. Recognition of effort and the availability of support and guidance give hope and inspire possibility thinking.

In enabling organisations, the employee feels significant in that his individuality is taken into account. His strengths, talents, interests and aspirations are considered and he is given the opportunity to do what he does best every day at work. The employee is confident and motivated to develop and grow. The organisation helps the individual feel good about himself and the company, provides development opportunities for him to replace self-delimiting beliefs with empowering ones.

What the organisation commits to, it fulfils. Employees can trust the enabling organisation to deliver on its promises to all stakeholders. The organisation is a secure base from which employees launch their endeavours. Integrity is the standard. Otherwise, there is no safety and the threat of failure curtails the accomplishment of great outcomes.

I love my job at XYS. I feel lucky because I look around me and see many of my friends unhappy and unfulfilled at work. Me? I get to do what I do best every day and the wonderful thing is that I get paid to do so. Sometimes I think of new and better ways to get things done, and I test them out at work. My manager and team mates appreciate and encourage my efforts. They even help me make my ideas work. Isn’t that great? I work hard and am rewarded. I work harder and get even better rewards. I know where I am going in my career and I am clear on what is expected of me to get to the next level. There are no surprises – well, at least no nasty ones. I used to think that people like me have neither choice nor future. Now I think differently, my coach helped me see the lies I told myself. I started learning – asking questions, reading and actually doing things differently. Since I joined this company, I have grown and exceeded my own expectations in my development and progress. This is a great place to work and I know I can make this even better when I play my part in making the vision come alive. I am proud to work in a company that practises its values.