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To Give Your Employees Meaning, Start With Mission - Teresa Amabile and Steve Kramer

To Give Your Employees Meaning, Start With Mission - Teresa Amabile and Steve Kramer
by Teresa Amabile and Steve Kramer | 11:00 AM December 19, 2012 It is impossible to have a great life unless it is a meaningful life. And it is very difficult to have a meaningful life without meaningful work. -Jim Collins Do you feel that you have work worth doing? Must it be this way? Why is meaning so important? Unfortunately, too many companies don’t even try to make work meaningful for the people doing it. The Company’s primary objective is to maximize long-term stockholder value, while adhering to the laws of the jurisdictions in which it operates and at all times observing the highest ethical standards.Dean Foods Company Mike Brenner and Steve Van Valin, of the consulting firm Culturology, talk about sources of “meaning amplification” that managers can tap in their quest to sustain employee engagement. To accomplish this, leaders have two tasks. Our mission: to inspire and nurture the human spirit — one person, one cup and one neighborhood at a time.Starbucks Coffee Related:  Motivation

Keep Me Company Michael has published a post called “Curious Company” the other day. I swirled with reactions as I read it. Whereas it was mostly delight, I’d like to apply a bit different focus to the subject. Let’s see. The common concept about businesses and corporations is that they should have a goal. TargetProcess as a company has the goal to develop the best project management tool in the world for small to medium companies. I want to put an emphasis on some other, more important things. It might sound weird and totally groundbreaking, but the new paradigm for companies and corporations is not the “correct goal-setting”, whatever this is, but the optimal experience. It’s about enjoyment. Recently I talked to one of my former associates. What he said is, unfortunately, the mainstream belief for many more people than we can imagine. I wanted to explain so many things to him. Again, it might be that some people don’t have this ability to create. Friends, keep me company. Olga Kouzina,

Create positive pressure around releases If you’re working towards a key release, the pressure mounts for everyone involved as it approaches. For the technical team responsible for delivery the rising pressure in this situation is nearly always negative if left unchecked. As time runs out the drumbeat gets faster and faster as the team is whipped up to ramming speed, a bit like the galley slaves in Ben Hur. This type of pressure creates a negative spiral. Rather than stress the team out about getting everything done in time, there’s an opportunity for the customer to create positive pressure within the team.

The Myth of Passion and Motivation: How to Stay Focused When You Get Bored Working Toward Your Goals 4.1K Flares Filament.io Made with Flare More Info'> 4.1K Flares × We all have goals and dreams, but it can be difficult to stick with them. Each week, I hear from people who say things like, “I start with good intentions, but I can’t seem to maintain my consistency for a long period of time.” Or, they will say, “I struggle with mental endurance. Don’t worry. For example, I’ll start one project, work on it for a little bit, then lose focus and try something else. Maybe you have felt this way too. This problem reminds me of a lesson I learned while working out one day… The Myth of Passion and Motivation On this particular day in the gym, there was a coach visiting who had worked with thousands of athletes over his long career, including some nationally-ranked athletes and Olympians. I had just finished my workout when I asked him, “What’s the difference between the best athletes and everyone else. He briefly mentioned the things that you might expect. Working When Work Isn’t Easy In other words…

The science behind what motivates us to get up for work every day 2.6K Flares Filament.io 2.6K Flares × The following post is a guestpost by Walter Chen, founder of a unique new project management tool IDoneThis. More about Walter at the bottom of the post. So, here is the thing right at the start: I’ve always been uncomfortable with the traditional ideal of the professional — cool, collected, and capable, checking off tasks left and right, all numbers and results and making it happen, please, with not a hair out of place. I admit that I’ve never been able to work that way. Feelings provide important feedback during our workday. What does emotion have to do with our work? It turns out, quite a lot. Psychologists Teresa Amabile and Steven Kramer interviewed over 600 managers and found a shocking result. 95 percent of managers misunderstood what motivates employees. “The larger the monetary reward, the poorer the performance. – money doesn’t motivate us, at all, instead emotions do.” In the famous expriment by Dr. Amabile and Kramer tell us this:

Commitment Is Easy, Persuasion Is Hard It is easy to get people to commit to something. What is hard is persuading them to actually do it. Several weeks ago, almost 100 people answered to my call for beta readers for my new book. That was far more than I had expected. However, I suspected that some of them were perhaps a bit too enthusiastic. Can you give feedback on 250 pages of text in only 3 weeks? The result of this email message was that 50 people committed to proofreading the new book, and the other 50 volunteers reconsidered their offer and bowed out. From Passion to Action After I sent the beta version of the first chapter of my book to all proof readers, a total of 25 people actually gave feedback on it. Interesting! I started with 100. And 50 had committed to completing the project but only 15 did. Now, don’t get me wrong. Commit and Forget If there’s anyone to blame here, it’s probably me. Getting to yes is easy. Fortunately, the next learning opportunity for me has already presented itself. Nice.

Intrinsic vs. Extrinsic Rewards (and Their Differe... Before I delve into today’s topic, let me share an exciting announcement. Last week Lithium launched the first feature of our Premium Gamification products. The Badging feature is just the first of many more that we plan to add to our already robust gamification engine. OK back to lifting the fog! Since this post builds on the concepts introduced in my last post, if you haven’t read it yet, please take a few minutes to do so. Rewards vs. As you may recall, motivation is the reason that drives someone to do something (i.e. a behavior or an activity). So what is the distinction between intrinsic and extrinsic rewards? Intrinsic vs. An intrinsic reward is an intangible award of recognition, a sense of achievement, or a conscious satisfaction. An extrinsic reward is an award that is tangible or physically given to you for accomplishing something. Here is an important distinction that I like to emphasize. Why People are Confused about Reward vs Motivation Conclusion Michael Wu, Ph.D. is

How To Develop a Long-Term Employee Engagement Solution Increasing employee engagement is a priority for most companies. That’s because having a workforce devoid of enthusiasm can come at a steep price: Lost productivity, absenteeism, workplace accidents, increased health care costs, and high turnover. But as most HR professionals know, it’s difficult to motivate employees. Aligning business strategy with motivators Rewards-punishment systems are popular, but they aren’t the best motivators once an employee’s basic needs are covered. Instead, social and psychological research has shown that intrinsic motivation — deriving joy from the task itself — is a key factor in motivating humans. Dan Pink is an expert on the intersection of business, work, and behavior, as well as the bestselling author of Drive: The Surprising Truth About What Motivates Us. If people… don’t have enough money to support their family, you’re not going to have motivation. When basic needs are covered, employees seek growth. Mastery: The chance to get better at what we do

The Fine Line For Leaders Between Motivation and Manipulation Almost any team has one or two absolute go-getters. Whether it’s out of passion, commitment or habit, they’re going to show up half an hour early, probably after a good night’s sleep and a nutritious breakfast, bringing their best ideas and plenty of energy to carry them out. Other employees need a little push, at least from time to time, and the best leaders are prepared to provide it. But knowing how and when to motivate doesn’t come naturally to most leaders. It may even be uncomfortable, especially for those who aren’t clear on the boundary between motivation and manipulation. And that boundary really can be tricky to navigate when you’re motivating someone to act in a way that benefits an organization. As with most things, understanding, humility, and practice helps build good judgment and appropriate actions. Who benefits? Motivation benefits the person being motivated with incentive, drive, and encouragement. What’s the outcome? What’s the basis? Manipulators produce resentment.

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