Motivation

They say we have to do what we're passionate about and what will motivate us. Is that a job? A salary? A promotion? A career change? A new relationship? A new city?

To say we have to follow our passion isn't the entire task. Dan Pink looks at 50 behavioral triggers that motivate us.


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What Motives You?

They say we have to do what we're passionate about and what will motivate us. Is that a job? A salary? A promotion? A career change? A new relationship? A new city?

To say we have to follow our passion isn't the entire task. Dan Pink looks at 50 behavioral triggers that motivate us.


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Motivation

They say we have to do what we're passionate about and what will motivate us. Is that a job? A salary? A promotion? A career change? A new relationship? A new city?

To say we have to follow our passion isn't the entire task. Dan Pink looks at 50 behavioral triggers that motivate us.


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What Drives You?

They say we have to do what we're passionate about and what will motivate us. But is that a job? A salary? A promotion? A career change? A location switch? A new relationship? What?

To say we have to follow our passion isn't the entire task. Dan Pink looks at 50 behavioral triggers that motivate us.


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Your Driving Force

They say we have to do what we're passionate about and what will motivate us. But is that a job? A salary? A promotion? A career change? A location switch? A new relationship? What?

To say we have to follow our passion isn't the entire task. Dan Pink looks at 50 behavioral triggers that motivate us.


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Data and Reality

Years ago, I worked at a media corporation which had about 4,000 employees. The company is still alive and doing very well. One day, a company-wide email was sent from the VP of Human Resources outlining an upcoming employee voluntary survey.
He outlined the reasons for it, the benefits of it, and the fact that over a hundred stakeholders has been involved in creating it.

The usual items were mentioned; fair compensation, good health benefits, the ability to advance, and an atmosphere where strengths and passions are encouraged.

Drawing Conclusions

One item that scored surprisingly high on the survey was management’s inability to deal with non-performance. So what did that meant? This is what Malcolm Gladwell outlines in “The Tipping Point” as the broken window hypothesis. It is an environment where the little things are ignored which become big things which are also ignored. It’s easier to avoid than to deal. But if we don’t deal, we are fooling ourselves to think our behavior goes unnoticed. If we don’t care, how can we expect them to care?

Gladwell uses the example of the NYC transit commissioner who vowed no subway trains would leave the station with graffiti on them. Each time a car came into the yard marked up; it was cleaned and put back out. This cycle continued until maintenance workers began to see something remarkable – the tactic was working. The transit authority cared so New Yorkers began to care. Management dealt with non-performance – or in this case, the defacement of public property.

Willing Participants

Recently, a colleague contacted me about doing some team building and leadership workshops with her team. They had conducted an internal survey and some behavior issues had come to the forefront. The challenge was how to address them. The purpose was not to call out the one or two employees others “thought” were the “problem”. It was a matter of including everyone in the solution.

Two members had been with the organization more than 25 years and their behavior had been endorsed and rewarded so neither thought they were the cause of any concern. They were the two people most other members mentioned when discussing any said concerns. But think about it for a moment, do we ever volunteer ourselves as the cause of the problem?

Didn't Want to See

In my colleague’s case, instead of moving forward with some valuable workshops that would have created a more cohesive team, stronger bottom line, and more enjoyable working atmosphere, she was fired. The non-performers had enough influence on the manager who didn't want to deal with all that icky people stuff he felt it was easier to get rid of the troublemaker.

We are living in a time when the world is still dealing with the worst economic downtown in 80 years yet we continue to hope problems go away and people just work harder.

Before we cut another job or corner, let’s have a good honest look at our own performance.
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Kneale Mann | Leadership Strategist, consultant, writer, speaker, executive coach facilitating performance growth with leaders, management, and teams.

encana

It Wasn’t Me

It might be something deep in our core, but it’s rare when you hear someone immediately own a problem. The culture here is terrible is translated that everyone but the person delivering this quip is responsible. That meeting went long is never caused by the guy who pointed it out. Things need to change around here has an underlying tone that the change needs to come from others, not the one who suggested it.

We don’t need leadership that crumbles whenever there is a crisis but it can be the toughest part of the work you do. Years ago, I saw an enterprise wide employee survey that stated the number one concern of stakeholders was management’s inability to deal with non-performance.

It's easy to point out the mistakes of others.
It's much more difficult to fix our own. 

Kneale Mann

istock

What Drives You?

What motivates you? What motivates them? What motivates your team to do the things you need them to do to move things forward in however you measure that?

Daniel Pink is an author, consultant and engaging speaker who has written two books A Whole New Mind and Drive: The Surprising Truth About What Motivates Us which (as it says on his website) uses 50 years of behavioral science to overturn the conventional wisdom about human motivation and offer a more effective path to high performance.

Dan explains in this eleven minute thought provoking and clever presentation which has had almost 2.5 million views since it was posted in April.

If you have not seen this, it's worth your time.



knealemann
Create experiences not campaigns.