The Surprising Truth About What Motivates Us

If you’re interested in dramatically improving employee performance and work motivation , then you’ll be interested in Daniel Pink’s latest book, “Drive – The Surprising Truth About What Motivates Us.” An excellent overview of its key messages can be found in this short animated video – possibly one of the most innovative and interesting videos you’ll find on YouTube.

The key discoveries that Pink highlights are the outcomes of incentivising performance, along the lines taken by many organisations in their motivation schemes. He reports that research shows for purely mechanical skills, the higher the pay the higher performance. However for tasks that require cognitive skill, the larger the reward the poorer the performance.

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Can You Escape the Cult of Work?

In the modern western world the cult of work has become highly valued. Its most recent incarnation is the ‘always on’ culture. Being available via mobile and email, if not 24/7, then at least more hours each day than was acceptable a decade ago.

Of course it feels good to be busy, to submit to the siren call of activity. Yet there is no special virtue in hard work. The value is in the outcomes, or results, of that work. Activity by itself is pointless. Activity is simply a means to an end.

Too frequently in organisations, accountabilities are described in ways that aren’t results-oriented. They are described in terms of activities to be undertaken rather than the results to be accomplished. But there is a critical difference: activities are what go on during the course of the day, while results are the completed work that is left behind when your people go home.

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How to Motivate People

The great military and political leader of France, Napoleon Bonaparte, was quoted as saying, “A soldier will fight long and hard for a bit of coloured ribbon.”

In more recent times, the Corporate Leadership Council identified that fair and accurate informal positive feedback from a knowledgeable source (such as a person’s immediate manager) is the single most effective performance management lever available.

A recent McKinsey & Company research study, titled, “Motivating people: Getting beyond money”, has found what Bonaparte and the Corporate Leadership Council discovered to be true still holds water. That positive leadership attention, along with praise and commendation from a person’s immediate manager, are the most effective motivators available in any organisation. In fact, McKinsey has found that they outperform financial incentives.

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Five Reasons to Feedforward

Why should you focus on feedforward rather than feedback?

In last week’s post, “What’s the Difference between Feedback and Feedforward”, I noted that discussions that are mostly past focussed feel more like an interrogation that creates defensiveness. On the other hand, discussions that are mostly future focussed feel like a supportive coaching discussion that emphasises problem solving and creates opportunities. Consequently, in many situations you face day-to-day, feedforward makes much more sense than feedback.

Here are my top five reasons for using feedforward:

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What’s the Difference between Feedback and Feedforward?

We know what feedback is, even if we frequently don’t like receiving it. And we don’t like receiving it for good reason.

Imagine a time in the past when you held a job in another organisation. The ‘phone rings and when you pick it up your boss is on the line. He says something like, “I want to see you in my office. Got some feedback for you.” What would you be expecting to hear about?

If you’re like most people, you’d be expecting to hear the worst. What the problem is, where you went wrong and what you need to fix; which makes feedback in many organisations one-dimensional. That dimension being what went wrong. Not much about what went right.

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Back to the Future

A recent post titled “How’s Your Vision” has been the most commented on post in the short history of this blog.

Clearly, many people regard vision as a critical leadership issue. But it should come with the warning – “Handle with Care”.

One of the drivers of employee motivation is people understanding the connection between their work and the organisation’s vision and purpose. People perform best when the vision and purpose makes them feel that their job is important. However, vision is insufficient to grow and sustain outstanding performance.

The ability for senior leaders to promote a compelling vision, and for managers to consistently remind people how their work contributes to the mission, vision and values of the organisation, is critical. But it is only part of leadership.

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Leading by Example

Leading by ExampleLeadership is not about your job title says Robin Sharma, author of the book, The Leader who had no Title.

In last week’s post I discussed the importance of people managers  in driving organisational performance. This week, let’s examine leading even when you have no management or leadership role.

I’m a road cyclist. One of those guys who pours  themselves into fitting lycra gear and acts like a Tour de France wannabe, just 10 – 15 kph slower than the real thing. While considering Sharma’s message I’ve come to the realisation that my actions as a cyclist have an impact on other people – on motorists, and therefore on other cyclists. Whether I like it or not, I take a leadership role whenever I ride on the road.

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Everyone’s a Leader

Leader With No TitleA recent article in the NZ Herald highlighted the work of Robin Sharma, author of the bestselling book The Monk Who Sold His Ferrari.

It turns out that Sharma is something of a leadership guru, in a personal development kind of way. For example, the marketing for his latest book, The Leader Who Had No Title, recommends that you ‘get ready for an amazing new life’ once you’ve read it.

For all the hype, his opinion is pretty much on the money in my view. Sharma suggests that leadership is not about the title on your business card. Instead the competitive advantage of any business comes down to developing the leadership capability of everyone from the people in the mailroom to those in the boardroom.

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How’s Your Vision?

How's Your Vision?Every organisation has a purpose. A story about who they are and what they seek to achieve. How this story is framed and communicated is a critical part of creating an engaged, motivated and productive workplace.

In last week’s post I mentioned the work of James Kouzes and Barry Posner, published in the book The Leadership Challenge. They identified five practices of exemplary leadership. The first of these they called ‘model the way’, which we discussed last week. The second practice they called ‘inspire a shared vision’. Leaders who communicate a strong vision are seen by their bosses and co-workers alike as more effective than those who do not.

One of the drivers of employee motivation (sometimes called employee engagement) is people understanding the connection between their work and the organisation’s vision and purpose. People perform best when the vision and purpose of their organisation makes them feel that their job is important.

The power of this concept is best illustrated in a story attributed to Sir Christopher Wren, the architect of St Paul’s Cathedral which was built in the late 1600’s. One day Wren was visiting the worksite for the cathedral when he came across a bricklayer diligently working away. Wren asked him what he was doing and received the reply that he was laying bricks. A little later Wren came across a second bricklayer and he asked him the same question. The reply was that he was making a living. Finally, Wren came across a third bricklayer and asked him what he was doing. With a gleam in his eye, the bricklayer replied that he was building a great cathedral.

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I Am The Way

I Am The WayPerhaps the most comprehensive research into leadership ever conducted has been undertaken by James Kouzes and Barry Posner and published in the book The Leadership Challenge.

Kouzes and Posner have identified five practices of exemplary leadership. Embedded within these five practices are ten behavioural traits.

The first practice they describe as ‘Model the Way’, which is essentially earning the right and the respect to lead people through direct individual action. One of the two behavioural traits identified within this practice is ‘Set the Example’. Leading means that you have to be a good example, and live what you say. Only then can you persuade people honestly. You might call this ‘leading by example’ or ‘walking the talk’.

With this in mind, Easter gave me the opportunity to think about the leadership of Jesus Christ. Christ consistently set an example for others to follow. In doing so he earned the right and respect to lead millions of people through the centuries since his death on the cross. I personally believe that when Christ said, “I am the Way” he meant that he was an example of what we all could do for ourselves. One of my favourite biblical passages to illustrate this is Mark 11, 27-33 and 20-24:

The next day, as they were coming back from Bethany, Jesus was hungry. He saw in the distance a fig tree covered with leaves, so he went to see if he could find any figs on it. But when he came to it, he found only leaves, because it was not the right time for figs. Jesus said to the fig tree, “No-one shall ever eat figs from you again! And his disciples heard him.

Early next morning, as they walked along the road, they saw the fig tree. It was dead all the way down to its roots. Peter remembered what had happened and said to Jesus, “Look, Teacher, the fig tree you cursed has died!”

“Jesus answered them, “Have faith in God. I assure you that whoever tells this hill to get up and throw itself in the sea and does not doubt in his heart, but believes that what he says will happen, it will be done for him. For this reason I tell you: When you pray and ask for something, believe that you have received it, and you will be given whatever you ask for.”

No doubt you have an opportunity to set an example for the people you lead. Consider it a vital step in the leadership process.

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