The great resignation shook the world of work. Millions of employees have left their jobs, sometimes without a precise plan but with a clear conviction: they will not return to environments where their commitment, their well-being or their meaning are neglected. For business leaders and founders, this phenomenon is not only an alarm signal, it reveals the emergence of a new moral labor contract.
The question is no longer just “what can we ask of our teams? »but “What do we owe them? ». And answering this question requires rethinking the very foundations of leadership and corporate culture.
Going beyond the implicit contract
For decades, the contract between employer and employee was based on an implicit balance: work versus salary, stability versus personal investment. But this traditional model is crumbling. Employee expectations have changed:
- They want their work to have meaning.
- They are looking for a real balance between professional and personal life.
- They want to be treated with consideration and transparency.
- They value trust and autonomy, rather than strict hierarchy.
This transformation requires leaders to rethink the relationship with their teams, going beyond the simple economic transaction.
The components of the new moral contract
A modern moral contract cannot be reduced to slogans or HR policies. It is based on five essential pillars:
1/ Transparency
Teams want to understand the why of strategic decisions, not just their operational consequences. Sharing issues, difficulties and even mistakes helps create a climate of trust and shared responsibility.
2/ Autonomy and accountability
Giving autonomy is not only a gesture of kindness: it is a performance lever. Employees invest more when they can make decisions, learn from their mistakes and actively contribute to the strategy.
3/ Meaning and mission
Work is no longer a simple set of tasks. The teams seek to be part of a larger project, whether it be the transformation of a market, the creation of sustainable value or the social and environmental impact of the company. Leaders must clarify and communicate this mission in an inspiring and tangible way.
4/ Recognition and appreciation
Recognition is not just financial. It includes:
- Valorization of efforts and initiatives.
- Constructive and regular feedback.
- Highlighting individual and collective contributions.
This type of recognition fuels engagement and reduces turnover.
5/ Kindness and support
The mental health and well-being of employees are now at the heart of managerial responsibility. Providing an environment where teams feel listened to, supported and protected is no longer a bonus: it is a strategic requirement.
Why this new contract is strategic for the company
Failing to meet these expectations has a real cost:
- Loss of talent: the great resignation showed it. Employees leave companies that do not respect their values.
- Decreased engagement: Without meaning or recognition, emotional investment decreases, affecting creativity, productivity and innovation.
- Reputational risk: a toxic culture spreads quickly, impacting image and attractiveness.
Concrete practices of inspiring leaders
1/ Share the strategy and challenges
Some companies adopt regular communication rituals, where leaders present financial, strategic and cultural issues. This transparency transforms the perception of authority: the manager becomes a facilitator and a guide, and not a simple giver of orders.
2/ Promote real flexibility
Beyond flexible hours, it is about allowing employees to organize their work according to their rhythms and priorities, while respecting collective objectives. This autonomy fuels motivation and reduces stress.
3/ Involve the teams in the mission
Rather than decree the vision, some companies co-construct the mission with their teams, thus aligning individual objectives with the company’s values. This approach reinforces the feeling of contribution and “ownership”.
4/ Develop the feedback culture
Inspiring leaders set up regular feedback loops: between peers, between managers and employees, but also anonymous feedback to guarantee sincerity. This allows tensions to be quickly identified and the organizational culture to be adjusted.
5/ Prioritize well-being
Initiatives are no longer limited to gyms or organic canteens. They include:
- Psychological support and coaching.
- Burnout prevention and workload management.
- Creating an environment where employees feel listened to and protected.
Traps to avoid
Even with the best intentions, some leaders fall into common mistakes:
- Cosmetic communication: talking about kindness or mission without concrete actions ends up generating cynicism and demotivation.
- Unequal flexibility: providing benefits to some but not all fuels injustice and frustration.
- Invisible overload: Encouraging autonomy without clarifying priorities or limiting workload can increase stress.
- Formal recognition only: one-off or symbolic rewards are not enough if they are not accompanied by daily and authentic feedback.
Avoiding these pitfalls requires consistency, consistency and managerial courage.
Tangible benefits for businesses
Leaders who invest in this new moral contract are seeing concrete impacts:
- Talent retention: reduce turnover and attract motivated and competent employees.
- Increased commitment and creativity: teams invest their energy in strategic and innovative initiatives.
- Organizational resilience: a culture based on respect and transparency allows us to navigate crises and uncertainties with serenity.
- Sustainable performance: Companies that align mission, values and working conditions achieve robust and stable financial results over the long term.
