hey play.
• Nine of the players would in some way be competing against their own team.

Covey attributes much of this to the fact that so many people do not find meaning or joy in their work. The answer, he says, is to help each person find their voice. I recommend you read the book. The Eighth Habit, through research and logic, presents a convincing case that the "carrot and stick" method of management is not effective. It is not effective in our workplaces, nor is it effecti

Each of us has a unique and significant set of traits, abilities, passions, and skills that we offer to the world. This is our voice. When we are expressing our voice we feel significant, valuable, and joyful. We seek and find a sense of meaning in our work and in our lives when we are operating at this level. When we are expressing our voice we are in alignment with who we are. I have met many people in organizations who are doing this. They love their jobs; they are passionate about what they do; they love making a contribution; they are constantly learning and growing; and they feel fulfilled doing their work. When you have an organization where everyone has found their voice, you have one great choir--harmonious and magnificent. You have people supporting one another to express greatness.

Recently I read The Eighth Habit, by Stephen Covey. The eighth habit is: "Find your voice and inspire others to find theirs." This book is a must read for all of you who see yourselves as leaders. Dr. Covey presents some disturbing statistics that demonstrate that most of us are not in the choir. He presents the following data collected in a survey of 23 thousand U.S. people employed in organizations.
• 37 % have clear understanding of what their organization is trying to achieve.
• 20 % are enthusiastic about the organization goals.
• 20 % see how their tasks match up with the goals.
• 50 % are happy with what they have accomplished by the end of the week.
• 15 % feel their organization enables them to accomplish goals.
• 17% see open communication in their workplace.
• 10 % believe people are held accountable.
• 20 % trust the organization they work for.

Dr. Covey puts it into perspective when he imagines if a soccer team had these scores:
• Only four of the eleven players would know which goal was theirs.
• Only two of the eleven would care.
• Only two would know which position they play.
• Nine of the players would in some way be competing against their own team.

Covey attributes much of this to the fact that so many people do not find meaning or joy in their work. The answer, he says, is to help each person find their voice. I recommend you read the book. The Eighth Habit, through research and logic, presents a convincing case that the "carrot and stick" method of management is not effective. It is not effective in our workplaces, nor is it effecti

hey do; they love making a contribution; they are constantly learning and growing; and they feel fulfilled doing their work. When you have an organization where everyone has found their voice, you have one great choir--harmonious and magnificent. You have people supporting one another to express greatness.

Recently I read The Eighth Habit, by Stephen Covey. The eighth habit is: "Find your voice and inspire others to find theirs." This book is a must read for all of you who see yourselves as leaders. Dr. Covey presents some disturbing statistics that demonstrate that most of us are not in the choir. He presents the following data collected in a survey of 23 thousand U.S. people employed in organizations.
• 37 % have clear understanding of what their organization is trying to achieve.
• 20 % are enthusiastic about the organization goals.
• 20 % see how their tasks match up with the goals.
• 50 % are happy with what they have accomplished by the end of the week.
• 15 % feel their organization enables them to accomplish goals.
• 17% see open communication in their workplace.
• 10 % believe people are held accountable.
• 20 % trust the organization they work for.

Dr. Covey puts it into perspective when he imagines if a soccer team had these scores:
• Only four of the eleven players would know which goal was theirs.
• Only two of the eleven would care.
• Only two would know which position they play.
• Nine of the players would in some way be competing against their own team.

Covey attributes much of this to the fact that so many people do not find meaning or joy in their work. The answer, he says, is to help each person find their voice. I recommend you read the book. The Eighth Habit, through research and logic, presents a convincing case that the "carrot and stick" method of management is not effective. It is not effective in our workplaces, nor is it effecti

ves as leaders. Dr. Covey presents some disturbing statistics that demonstrate that most of us are not in the choir. He presents the following data collected in a survey of 23 thousand U.S. people employed in organizations.
• 37 % have clear understanding of what their organization is trying to achieve.
• 20 % are enthusiastic about the organization goals.
• 20 % see how their tasks match up with the goals.
• 50 % are happy with what they have accomplished by the end of the week.
• 15 % feel their organization enables them to accomplish goals.
• 17% see open communication in their workplace.
• 10 % believe people are held accountable.
• 20 % trust the organization they work for.

Dr. Covey puts it into perspective when he imagines if a soccer team had these scores:
• Only four of the eleven players would know which goal was theirs.
• Only two of the eleven would care.
• Only two would know which position they play.
• Nine of the players would in some way be competing against their own team.

Covey attributes much of this to the fact that so many people do not find meaning or joy in their work. The answer, he says, is to help each person find their voice. I recommend you read the book. The Eighth Habit, through research and logic, presents a convincing case that the "carrot and stick" method of management is not effective. It is not effective in our workplaces, nor is it effecti

of the week.
• 15 % feel their organization enables them to accomplish goals.
• 17% see open communication in their workplace.
• 10 % believe people are held accountable.
• 20 % trust the organization they work for.

Dr. Covey puts it into perspective when he imagines if a soccer team had these scores:
• Only four of the eleven players would know which goal was theirs.
• Only two of the eleven would care.
• Only two would know which position they play.
• Nine of the players would in some way be competing against their own team.

Covey attributes much of this to the fact that so many people do not find meaning or joy in their work. The answer, he says, is to help each person find their voice. I recommend you read the book. The Eighth Habit, through research and logic, presents a convincing case that the "carrot and stick" method of management is not effective. It is not effective in our workplaces, nor is it effecti

hey play.
• Nine of the players would in some way be competing against their own team.

Covey attributes much of this to the fact that so many people do not find meaning or joy in their work. The answer, he says, is to help each person find their voice. I recommend you read the book. The Eighth Habit, through research and logic, presents a convincing case that the "carrot and stick" method of management is not effective. It is not effective in our workplaces, nor is it effective at home or at school.

Another recent book, Unconditional Parenting, by Alfie Kohn, cites numerous research studies that authoritarian and punitive parenting is ineffective. The results of highly controlling parenting are children who are either overly compliant, or overly defiant. It seems that whether we are dealing with children or adults, the use of rewards and punishments creates more problems than it solves. The problem is that controlling people doesn't really teach them. Controlling others doesn't bring forth their best selves. It doesn't help them find their voice. As a result people are not internally motivated.

As I listen to people in various organizations, and as I read the literature from various fields, this is what I find:
• People don't feel respected.
• People don't feel valued.
• People don't feel listened to.
• Many people feel directionless and powerless.
• Many people are focused on external factors such as punishments, rewards, grades, approval, disapproval, criticism, profits, and social recognition rather than internal factors such as personal responsibility, compassion for others, the desire to contribute and serve, and finding/expressing one's voice.

The thought occurs, "Somebody should do something." But who is somebody? Who will lead us? I suggest that it is you. Yes, you the reader of this article, are the leader we have been waiting for. Yes, CEO's, presidents, Executive Directors, and managers need to change, but we are all responsible. We are all responsible for looking within ourselves and finding meaning, finding our voice. It's time to eliminate the excuses, to stop blaming management; to stop blaming your parents; to stop blaming the government and ask the big question: "What can I do?" Whatever the situation is, we need to accept that it is what it is, and now we need to figure out what we can do about it. Blaming managers, blaming employees, and blaming circumstanc