The Great Aspiration

The so-called “Great Resignation” is actually the Great Aspiration. 

The pandemic disrupted our lives in ways we could have never imagined, and this sustained disruption taught us just how innovative and resilient we are. It was stressful, but we grew. 

Psychologists have found that periods of severe stress often lead to personal transformation, or what they call post-traumatic growth (PTG). That’s what is happening. We want to grow, and we are ready to grow. We are resigning not to do less but because we aspire to do so much more. 

The pandemic has given individuals an opportunity to reflect and rethink their life and career values. Workers are ready to go after what they want. For many, that means leaving a current position to pursue something new. The Wall Street Journal reports that of the 4.4 million Americans who exited their jobs last September, roughly one-third aim to start their own businesses. 

With workers seeking new challenges, better pay, better work-life balance, and better opportunities amid an abundance of open jobs, top of mind for leaders is how to create workplaces people aspire to join and where they are excited to stay. 

Harnessing the growth mindset of today’s mobile workforce will require more than just a look at your hiring budget and a flexible work structure. Yes, flexwork options are a significant priority, and salaries are absolutely part of the conversation.

But a culture that draws people in and drives them to stay goes beyond these fundamentals. A recent Harvard Business Review article, What Your Future Employees Want Most, recognizes that people want to be assessed on the value they deliver, not the volume of work they produce. They want to work on diverse teams and desire access to development opportunities. In short, employees want to grow in their roles.  

This shouldn’t surprise us; we know people are hardwired for growth, and we also know that the fundamental unit of growth is the individual. So as leaders, it behooves us to invest in the growth of our people. Not only will they be more satisfied, but our organizations will grow and thrive as a result.

How do we lead in a way that unlocks the potential of our teams?

The S Curve of Learning™ can serve as a powerful common language and tool to prioritize growth across an organization. Growth follows a predictable pattern - the S Curve is characterized by slow starts, exponential upward growth in the middle, and leveling off again at the top, achieving Mastery.

Understanding the S Curve does several things for an individual. First, it normalizes their experience. For example, if things seem hard in a new role, knowing what it feels like at the bottom of the S Curve is validating. It provides a roadmap to gain momentum and continue to move up the S Curve, and it helps leaders effectively manage, support, and retain employees at different points on the curve. As a leader, customize your managerial style based on a worker’s position on their curve. Someone at the launch point needs different support than someone in mastery.

As the workforce makes bold decisions and follows opportunities that make them feel challenged and valued, you can build an attractive and powerful organizational culture by being a smart growth leader. You can be a talent magnet; you can be a talent retainer. 

You can be part of the Great Aspiration by meaningfully and intentionally investing in your team.