Narrative 2 "i Matter"

• Library: Positive Professionals: Creating High-Performing Profitable Firms Through Engagement (ABA) (2017 Ed.)

Narrative 2 "I Matter"

A very big part of experiencing work as meaningful comes from signals we receive from the world that our presence matters—that I matter (Prilleltensky, 2014). As discussed above, whether we view the work itself as worthwhile is part of this equation. But equally as important is whether we feel that we're valued, appreciated, and important (Martela & Steger, 2016). This idea that our personal contribution is valued and sought is at the core of what it means to be engaged at work.

Dr. William Kahn, a professor of Organizational Behavior at Boston University, is widely acknowledged as the founding father of engagement. Dr. Kahn first coined the term "engagement" in an article he wrote in 1990, and viewed it as stemming from self-expression. He defined engagement as "harnessing people's selves to their work roles" by allowing them to express themselves through their work—physically, cognitively, and emotionally (Kahn, 1990). In his view, engagement refers to the thoughts, feelings, and energies we feel when we're at our best (Zinger, 2017).

A sense that our personal contribution is valued and sought is at the core of work engagement.

Whether we decide to fully invest ourselves at work depends a lot on whether we feel like we're getting a return on that investment (Kahn, 1990). A critical part of the calculation of our return is whether we feel that we're valued, valuable, and needed. Everyone searches for ways to feel important and special. Do we feel like we're making a difference? Are we taken for granted? Do our work interactions promote a sense of dignity, appreciation, and worth-whileness? Are we able to give of ourselves in our work and also receive something in return that shows we're valued and valuable? When little is asked or expected of us, when little is invested in us, and when we are treated as if we're unimportant, the result is that we feel that we don't really matter. And this feeling will destroy engagement (Kahn, 1990).

Our work circumstances substantially affect whether we feel that we matter and, thus, our engagement. For example, when we're ordered around or micro-managed, we feel that our own personal skills and talents are unworthy, unwanted, and unneeded. When we're treated unfairly, disrespectfully, or are excluded by people who are important to us, we feel that we're not valued or don't belong. Under such conditions, we won't bring our full talents and energy to our jobs. We won't be our best at work.

Below, we focus on three strategies for boosting engagement by enhancing lawyers' sense that "I matter":

1. Champion Autonomy: Offer choice, give discretion and flexibility, invite participation, and lead by influence rather than coercion.
2. Concentrate on Connection by Building High-Quality Relationships: Foster the feeling that people are cared about and valued.
3. Concentrate on Connection through Belonging and Inclusion Efforts: Create a sense of fit and acceptance.

These strategies rely on the SDT needs of autonomy and connection, described in Part I. When our autonomy is supported, we feel respected and that our personal contributions are valued. When the need for connection is fulfilled, we feel a sense of belonging and that others respect and care about us, which fuels engagement.

1. Champion Autonomy

Experiencing autonomy goes hand in hand with feeling respected, valued, and important. Of the three SDT needs, autonomy is my signature need. My husband can attest to this. If he puts his arm out ostensibly to bar me from stepping into oncoming traffic, I get irritated by his effort to substitute his judgment for mine. He may get punched in the arm. Did he really think I was so dumb? When traveling, if he tries to commandeer my suitcase to hoist into the plane's overhead bin, I give him the stink eye. Does he really think I'm so weak or unable to ask for help when needed? I have begged him to please stop bossing me at least 3 million times during our 17 years of marriage.

Similarly, when I was practicing law, things that brought me to the brink of quitting on so many occasions were most often related to leaders infringing on my autonomy and triggering feelings of disrespect. I have fat catalogues of examples. They include things like a supervising partner negotiating a class action discovery plan without my input in a case in which I was eyeballs deep. The plan set a date for me to write a very large brief. Over the Christmas holiday.

When I had plenty of autonomy, though, I felt energized. For example, when I was an associate, I was lucky enough to work with many partners who gave me a lot of latitude. I loved figuring out hard problems on my own and writing beautiful briefs that I would spend long hours crafting. That was pure fun. And I paid back the favor with my best work.

While some may argue (count my husband among them) that my autonomy need is a bit extravagant, I may not be that much of an outlier compared to other lawyers. Personality research on lawyers places us in the top 89th percentile on the trait of autonomy. Critics have interpreted these findings to mean not only that lawyers highly prize their autonomy, but they bristle at being told what to do and resist being led (MacEwan, 2013; Richard, 2002).

Great leaders inspire others to raise their own bars.

In my view, lawyers don't so much resist being influenced by effective leaders as they do being bossed by those who don't respect their autonomy. An alternative model is Maxwell Perkins, the great Scribner's book editor who nurtured the unruly likes of F. Scott Fitzgerald, Ernest Hemingway, and Thomas Wolfe. In a New Yorker Profile from 1944, one of Perkins' writers said, "Perkins has the intangible faculty of giving you confidence in yourself and the book you are writing." "He never tells you what to do," another said, but "suggests to you . . . what you want to do yourself." Similarly, leadership expert and author Orrin Woodward said, "Average leaders raise the bar on themselves; good leaders raise the bar for others; great leaders inspire others to raise their own bar." Great leaders like Perkins are autonomy oriented, which appears especially important for the unruly likes of lawyers. Below, we'll focus on strategies for becoming more autonomy-oriented to serve the narrative that "I matter." And, in the process, boost engagement.

Clarifying the Definition of Autonomy

SDT's autonomy need often is misunderstood. Autonomy is the experience of choosing an activity freely because it aligns with our own values, goals, and desires—it aligns with who we are. It's not synonymous with individualism or detachment. In particular, it doesn't mean that we must act independently from others' desires. Instead, it's a need to act with a sense of choice and volition, even if doing so might mean complying with the wishes of others (Van den Broeck et al., 2016). Leaders bolster followers' sense of autonomy, not through neglect, but by influencing based on followers' own values, interests, and strengths.

The Importance of Perceived Control

Autonomy is closely related to the concept of control—which affects not only engagement but also psychological health. Feeling in control of one's own work and schedule is a well-established factor contributing to mental health. Lack of control—especially in the face of high demands—is a strong predictor of depression and burnout (Maslach et al., 2001; Woo & Postolache, 2008).

A high level of responsibility with little control is a toxic combination that often characterizes junior lawyers' work. As an associate myself, I often worked with a particular partner on large briefs that had to be postmarked by midnight on the filing deadline (before the days of e-filing!). He was brilliant. He also was a perpetual procrastinator and an occasional golfer—both of which delayed his work on our briefs. Briefs that I was responsible for filing on time. I had no control over when my tormentor would decide to give me his revisions and often had to work frantically to finish everything before the midnight deadline. If any minor thing went wrong (as they often do), it was a crisis. I'm certain that my life will be cut short by several years due to the extreme stress of those days.

Researchers have found that strategies designed to improve control and perceptions of control are among the most effective workplace strategies for preventing depression (Joyce et al., 2016). Notably, as discussed below, leaders can behave in ways that enhance perceptions of control even in instances where actual control is limited.

Fostering a Sense of Autonomy

Your inner skeptics may object to the idea that law firm lawyers can have any real sense of control over workload and schedules. Courts set short deadlines, opposing lawyers file emergency motions, clients continually have time-sensitive needs, and on and on. I lived this and understand the frustration. But we still can try to improve. For example, I worked on developing client relationships so that I felt comfortable asking for more time if a project truly wasn't urgent. Also, how many emergency projects for associates are caused by partners' poor time management or neglect? How many times do partners consult with associates or junior partners before agreeing to court or client deadlines? That ruin Christmas? I could go on, but you get the picture. These types of things will inevitably happen sometimes. But when they become chronic, they communicate lack of respect for followers' autonomy, and they can devastate engagement.

Autonomy at work typically takes the form of discretion for work scheduling, decision-making, and work methods. All three forms of autonomy significantly contribute to job satisfaction and engagement, but decision-making autonomy leads the pack (Morgenson & Humphrey, 2006). Leaders can help satisfy followers' autonomy need in many ways, some of which are discussed below.

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