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 planning season is upon us. Visions and missions are being reconsidered. New goals and objectives are being defined. Strategies and action plans are being developed. When the planning turns to strategy execution, before finalizing action steps, success metrics, barriers, and resource allocation, consider if the company can commit to implementing the strategy. And since changing circumstances ensure that few strategies survive without adaptation, consider how that commitment may be challenged if the need arises …
Human beings are designed for more than mere survival. Once our basic needs are met, and we’re feeling reasonably secure, we begin to ask why we survive, for what? Why do we exist? Purpose is the answer to these questions. It’s that yearning to be part of something bigger than ourselves, something that motivates us to connect and contribute for a better future, something that makes our lives meaningful and fulfilling. Purpose creates satisfaction and happiness. Businesses are living …
For numerous companies, this is the 2021 planning season. The widespread disruption to business during 2020 raised awareness about what can and cannot be managed when overwhelming, unexpected events occur. Uncertainty is no stranger to business leaders, but the profound, unprecedented impact of the Covid challenge caused many to reconsider their purpose, values, and vision before delving into goal setting, strategy development and action planning. Among the results of this foundational review is a refocusing …
Today’s business environment changes rapidly. Functioning successfully in it compels businesses to quickly make accurate decisions. Each of these decisions is made within a specific context, and with a defined set of criteria, against which various options are evaluated. The context is the company’s culture as described in 3 foundational documents: Its Purpose – Why the business exists and how it makes a difference for customers; Its Values – The company’s core beliefs which define how it behaves and why; …
“You cannot continuously improve interdependent systems and processes until you progressively perfect interdependent, interpersonal relationships.” ~Stephen Covey A leader’s ability to improve results depends on the strength of her or his relationships. Organizations are living entities and relationships are their lifeblood. Building strong relationships is not about the amount of interaction but rather the quality of it. Leaders earn their right to lead through these interactions. A leader’s commitment, credibility and authenticity are constantly assessed. Are promises kept? …
Time only moves in one direction… relentlessly forward. The time of isolation is ending, and you’ll be moving forward. With 2020 plans in shreds, working to achieve short term goals is key to establishing momentum in the months ahead. Accumulating small wins will accelerate your progress. Making progress is a fundamental driver of personal motivation and performance. During my leadership years, I depended on this truth to improve results. More than any words I spoke, my associates …
Today’s tech driven world tends to increase our sense of predictability. We expect the instant gratification of enjoying our personal Starbuck’s coffee locally, or anywhere in the world. We expect Amazon to deliver our purchase the next day. We expect our daily routine to continue as usual. But when a crisis arises, uncertainty becomes the rule, undermining the predictable outcome and resetting our appreciation of what is valuable. Some businesses live with uncertainty every day. If you’re in …
Bob Schultek Author of The Gauntlet When growth stalls, the need to reassess strategy, people and process becomes urgent. The people evaluation may considers the “right person-right job” question, balancing an individual’s performance against the consistency of actual versus expected behaviors. The process evaluation may challenge best practices. What has worked well to deliver productivity with consistent quality versus what can be improved, by how much and how soon. The strategy evaluation is typically the most comprehensive assessment, often beginning with a review of …
Bob Schultek Author of The Gauntlet Recently, my awareness was raised about the great diversity of customer service experiences we encounter every day. During a recent hotel stay, my perception of exceptional service was redefined. Every staff person I met at this facility – at the door, at the front desk, in the restaurant, in the hallways and in a meeting room support role – shared a common purpose of sustaining their guests’ comfort and satisfaction. They …
