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 . …
Leadership is a people business. Results are achieved by influencing and inspiring your people to ask why, take responsibility, and make a difference for customers, teammates, and the business as a whole. During this time of unrelenting change and adaptation, it becomes clearer that your people are your most sustainable competitive advantage. They are the face of your business, doing the meaningful work and delivering the experiences that build enduring relationships. Growth relies on these relationships. One system …
When an employee reliably manages priorities and achieves goals, and consistently demonstrates an understanding about the Company’s purpose and values, leaders want to make it easier for that person to operate more autonomously. Autonomy is a proven motivator, and it liberates time for the leader. Autonomy defeats mediocrity and improves results. Our basic nature is to be self-directed. Autonomy enables us to exercise some control over our lives; it’s empowering because the employee is making …
Teams can become stale over time, losing their drive to elevate performance and improve results. Some team members drift towards doing the tasks that they always do because they’ve proven that they can do them well. Others become bored doing the same tasks; they want more of a challenge. Best-selling business and motivation author, Daniel Pink, offers 3 tips to elevate team performance. These 3 points can rejuvenate the team, refresh their purpose and lead …
“Love and work are the cornerstones of our humanness.” ~Sigmund Freud If work is such a significant part of our lives, why do so many of our employees see their jobs as a burden? Is it possible to build a business on passion and trust instead of fear and stress? Resolving the gap raised by these questions produces no-excuses job performance. A Gallup poll recently discovered the leading determinant of happiness. It isn’t wealth, or …
