Daniel Pink cites 3 motivators that drive performance for those doing cognitive work: 1. Their purpose: yearning to do meaningful work that makes a difference, to do what they do in the service of something larger than themselves; 2. Their pursuit of mastery: striving to continuously improve “something that matters;” 3. Their desire for autonomy: wanting to direct their own lives. Daniel’s theory ranks autonomy as the primary motivator, and purpose as the 3rd . …
The most effective and proven tool for improving performance is feedback. Positive feedback validates our strengths, and our sense of value in the workplace, increasing confidence and satisfaction. But it’s constructive feedback that teaches us and helps us grow; it reveals what others see, what they value about our contributions, and what they expect or need from us. Seeking feedback from others shows that we value their input, and are secure enough to hear how …
Last weekend, I gathered with classmates and cherished friends for our 50th college reunion. After revisiting time-worn stories and tired jokes, we began to reflect on our shared experience all those years ago. At that time, we had arrived at our esteemed university with just our dreams, and a common goal of learning and growing to build our future. Our hard work, the dedication of our teachers, and the values instilled by our families had produced the opportunity, but it was …
Business environments are increasingly dynamic, challenging leaders to promptly solve unique, divergent problems, often under substantial pressure. Because the pace of change, and the complexity of the issues, can test their experience and expertise, many leaders strive to learn new skills or behaviors that strengthen their competencies. Learning comes from doing, from practicing. An effective practice routine specifies a challenging goal, and identifies metrics to monitor progress; to be sustainable, it should include relevant, appropriate, and objective …
More than anything else they do, leaders make decisions about what to do next. And they make these choices amidst ever-changing priorities, with perpetual resource constraints, and typically, given the urgency, with about sixty to seventy percent of the situational knowledge they would prefer to have. The outcomes of their decisions may range from improving something or investing in an asset, to in a worst case, reacting to an existential threat. Because their decisions have …
Leading is leveraging influence, inspiration, and information to motivate progress. Most progress involves change, so what should leaders expect when they launch a new initiative? Expect inconsistent commitment. Some on your team will be early advocates for your decision or strategy, but typically, most will need more information or time before committing. While your whole team is compelled to participate in implementing your plan, it will be impossible for it to succeed if most of …
There is one leadership characteristic that is seldom noticed, and rarely celebrated. And yet it stands alone among leadership qualities, as invaluable as it is scarce. Humility. What makes humility distinct is that it is most apparent when it is absent, when it is not exhibited; its impact more evident not when it is present, but instead, when it’s not. Humility is often overlooked as a vital leadership quality because it sometimes gets confused with a lack of …
Process improvement projects must navigate disruptions, resource constraints, egos, and other challenges. And like the military’s awareness that no plan survives first contact with the enemy, the same is true for your project plan, substituting ‘reality’ for ‘enemy.’ Here are some project lessons learned for your consideration: – Every process has a primary constraint where work-in-progress builds. Find yours and design your new process to minimize that constraint’s impact on productivity. Then, find the next …
Data is readily accessible to leaders. Often, there’s so much available that it consumes valuable time to carve out the facts which best fit a specific need. When that need is motivating your team to drive a change initiative or implement a strategy, revealing only the data is rarely enough to prompt action. Most people have a limited capacity to absorb data; share too much and it begins to sound like noise, with no compelling …
The prime directive for leaders is to make things better – to improve results, strengthen culture, develop talent, nurture relationships. Some leaders see their mission as going beyond improvement, to leading a transformation of their operation or business. But transformation can result in a broad array of outcomes depending on multiple variables including the circumstances of the business, the impact of the culture, or the experience and vision of the leader. Some transformations are small …
