Over the years in my work as a business coach, I’ve had countless conversations with leaders in industrial companies – from plant managers to managing directors, from mid-sized firms to global players. One theme keeps coming back, often unspoken at first, but always present when we dig deeper: the desire to build a workplace where people care – and stay.
I believe meaningful work is a key to that. Not as a “feel-good” factor or HR initiative, but as a strategic advantage — especially in industries where technical expertise is scarce, competition is high, and loyalty is hard to earn.
We’ve long known, thanks to Viktor Frankl and many others, that human beings are wired to seek meaning — even in adversity. And today’s research confirms what many of us have felt intuitively: purpose ranks above pay for many employees when it comes to long-term motivation and retention.
If you’re leading an industrial company, I want to offer you a perspective: meaningful work is not a luxury. It’s a lever for performance, culture, and continuity.
In my coaching sessions, I often ask leaders and teams to describe a moment when their work truly mattered to them. The answers are rarely about bonuses or promotions. They’re about impact, pride, and being seen and heard.
Here’s what meaningful work tends to look like — especially in technical and industrial environments:
1. People Want to Contribute to Something Bigger
Whether it’s safety, sustainability, quality, or innovation — people need to know why their role matters. Even a forklift operator or CNC technician wants to understand the bigger picture.
As an Executive, one of your most powerful tools is narrative. Reconnect every role to the purpose of the company.
2. Meaning Often Feels Difficult, Not Pleasant
The most meaningful moments people describe often come from stress, challenge, or pressure — not comfort. Real meaning is forged in responsibility, not convenience.
As an Executive, create support, not artificial ease. Let challenge be part of the growth.
3. Meaning Comes in Moments, Not Every Day
Nobody finds their work meaningful all the time. But they remember the moments — a solved problem, a project completed, a word of thanks — that shape their long-term connection to the job.
As an Executive, make space for these moments. Celebrate wins. Share stories. Be specific in recognition.
4. Meaning Shows Up in Reflection
Often, employees realize their work was meaningful only when they look back — after a shift, a project, or even years later.
As an Executive, encourage reflection. Even a five-minute team debrief can surface a sense of pride.
5. It’s Deeply Personal
Meaning is not about job titles — it’s about identity. People want to be craftsmen, problem-solvers, mentors. That’s where the emotional connection lies.
I remember one plant department manager telling me he felt most alive when he could be onsite at a power plant and discuss details with younger colleagues — not because it was his job, but because it reminded him of who he is.
As an Executive, ask your people what drives them. You’ll learn more than you expect.
IWhile employees discover meaning for themselves, I’ve seen how leadership – often unintentionally – can strip it away.
Here are some traps to avoid:
1. Misaligned Values – When employees feel the company’s actions contradict their own values – whether on safety, quality, or ethics – meaning erodes.
2. Lack of Recognition – People need to feel seen and heard, especially in high-effort or high-risk roles.
3. Assigning Work That Feels Pointless – Delegating low-value or unclear tasks signals: “We don’t respect your time.”
4. Suppressing active feedback or criticism – Ignoring frontline expertise disempowers your best people.
5. Allowing Unfairness – Favouritism, unclear advancement, or unequal treatment quickly erode morale.
6. Creating Isolation – We’re wired for connection. Disconnected teams lose energy and purpose.
7. Lack of Psychological Safety – Especially in industrial settings, physical or emotional vulnerability without backup sends a dangerous message: “You’re on your own.”
Absolutely – but not through posters or slogans.
It starts with leadership — consistent, grounded leadership that connects people to purpose, supports reflection, and respect’s identity.
In my coaching, I often work with CEOs and executive teams on this exact question: How do we turn daily operations into meaningful experiences?
The answer isn’t a grand strategy. It’s an ecosystem. A culture. A set of habits that respect both human drive and industrial reality. Be an example for your employees. Remember most employees leave because of the managers not because of the company. When people find meaning in their work, they stay longer, care more, and perform better. This is probably the difference that makes the desisive differentiation
