The importance of 'feelings'

'This week six of the top British football clubs announced they would be forming an elite breakaway group with other famous European clubs. The argument was that people want to watch games between the best clubs in the world and would pay handsomely for that product. This attracted universal condemnation from fans, politicians and football bodies resulting in the collapse of the whole idea within 3 days. The only people who could not see the problem, seemed to be the accountants and financiers. They failed to grasp the fact that sport is a market where it is not 'what you provide’ that matters but 'how you make people feel’. Sport provides allegiance, social connection and jeopardy. It is big vs little that raises emotions and the chance of winning or losing, not watching 22 men run around after a ball!
 
In the organisational world we might ponder on this fact. What is it that keeps staff, partners or employees engaged? Is it the money and the conditions of work, or is it how you make them feel? Some people do take jobs because they need the money but real engagement with an organisation, team or function is about much more.  Many work in roles that pay little but give them a feeling of meaning in what they do. Those that work only for the money in jobs they hate, rarely experience a sense of well-being in the longer term.
 
How can you help people you work with engage fully?
What is the feeling you want people to have that work with, or for you?
What changes do you need to make?
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