Daniel Pink (author & speech writer)
What Motivates Us: Not What You Think
We have biological drives; that is part of what it is to be human …
Humans are more complex then that.
A second drive is reward & punishment.
A Third drive: interest, learn, connect, meaning, larger then ourselves
This third drive is often ignored by orgs.
Orgs often attempt to stop the biological drive and emphasize the Rewards & Punishment drive.
If … Then Rewards
Work well for simple tasks
Don’t work well if creativity is needed – causes tunnel vision & to miss stuff.
The Story of Red Gate Software
Had a sales force that started gaming the system.
Company makes sales commission structure more complex.
The sales staff adapted to the new set of incentives / game.
– eliminate sales commission
– raise base salary
– profit sharing at end of year
“The problem is that that other guy will never go for it because …”
1. Human beings are machines
2. Human beings are blobs
Machines – can be controlled if the right buttons are pressed.
Blobs – passive, does nothing if not forced by some outside force
Look at kids – or – look at yourself
Management is a technology invented in the 1850’s designed to get compliance.
Best results are not due to compliance, but engagement.
Good assumption: people are active and engaged and do good work
20% time or FedEx days
Making progress is the most motivating element in days.
What if a the role of a Manager is to help people make progress?
Feedback – in order to gage progress one must have feedback
Orgs generally suck at feedback – look at your last performance review.
You need to take ownership of generating factual feedback for yourself.
When purpose beyond money is lost (leaving only profit motive) bad things happen.
Listen to the pronouns when people describe who they work for.
We = high preforming
They = yeah …
You cannot force “we” on people, you have to change what you do tomorrow. Take small steps in your own world.
Everything great starts with a conversation.