Tell Me More

Oh, how I love this phrase.  It has unearthed hidden diamonds of insight, helped avoid certain disaster, calmed raging emotions and has forged more meaningful relationships.

Try it.  The next time someone offers an opinion, an emotion, an idea, a problem to solve.

Dependency on External Motivation / Seth Godin

The following post is taken from Seth Godin’s fabulous blog.  See the original post here.  (And subscribe to his feed if you know what’s good for you)

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“One of the characteristics of the industrial age was the reliance on external motivation.

Go to work on time or the boss will be angry.

Work extra hard and the boss will give you a promotion.

If you get paid to work piecework, then your paycheck goes up when you work harder.

This mindset is captured by the Vince Lombardi/pro sports/college sports model of the coach as king. Of course we’ll have our non-profit universitiess pay a football coach a million or more a year, of course we need these icons at the helm–how else will we get our players to perform at their best?

I was struck by a photo I saw of male fencers at Cornell who practice with the women’s fencing team. Clearly, they’re not allowed to compete in matches (though the university counts them for Title XIV). I got to thinking about what motivates these fencers. Are they doing it because they’re afraid of the coach or getting cut? Would they fence better if they were?

The nature of our new economic system, that one that doesn’t support predictable factory work, is that external motivation is far less useful. If you’re looking for a big payday, you won’t find it right away. If you’re depending on cheers and thank yous from your Twitter followers, you’re looking at a very bumpy ride.

In fact, the world is more and more aligned in favor of those who find motivation inside, who would do what they do even if it wasn’t their job. As jobs turn into projects, the leaders we need are those that relish the project, that jump at the chance to push themselves harder than any coach ever could.”

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It is extraordinarily critical for those of us who are leaders, change agents and educators to understand the implications of this.  Where do we currently build skill in internal motivation?  We understand the why of it.  We need to develop the how.

A Picture of Purposeful Engagement

This is a picture of my kids from a number of years ago.  It sits on a shelf above the stove where I was making tea in the kitchen this morning.  It occurred to me that this is a picture of purposeful engagement in meaningful work.  Do you think so too?  Why?

 

Three Kids Helping

Purposeful Engagement in Meaningful Work

Value Stream Mapping the Engaged Employee

I inspire purposeful engagement in meaningful work.  In business settings, I see this as a three-part equation:

1. The organization’s role in providing a safe, responsible, resourced environment.

2. Management practices and culture that support productivity and engagement.

3. Individuals who are skilled in and accountable for their own motivation and engagement toward the work in which they’ve chosen to participate.

There’s literally a ton of guidance available on the first two.  It’s this last one that has me thinking.

In the workplace, I’ve found what I think is the best thing since sliced bread to build these skills – to build the self awareness, resilience, and talent-driven initiative in employees to meet business goals.  But what if we could get them earlier?  How are engaged employees made?  Where do they come from?

Enter: Value Stream Mapping. Wikipedia says that Value Stream Mapping is a lean manufacturing technique used to analyze the flow of materials and information currently required to bring a product or service to a consumer. At Toyota, where the technique originated, it is known as “material and information flow mapping”. It can be used in any process that needs an improvement.

Our Process Needs an Improvement

The engaged employee is the product.  The new workplace is the consumer.  The new economy is the market.

What is the flow of materials and information currently being used to bring an engaged employee to the workplace in this new economy?  I contend that there isn’t any.  Or at least not that much.  And definitely not on purpose.

Employees come from college (or not) and high-school (or not) and elementary school (usually) and homes (arguably).  Where in that value stream do we intentionally build capability in self awareness? Resilience? Identification of unique personal talent? Articulation of one’s contribution?  At best these are electives.

Why That’s Not Okay

In an industrial economy, that was fine.  There wasn’t much call for multi-career adaptability or innovation-at-all-levels initiative.  But the new economy and workplace demand it.

More importantly, recent research shows that these skills are physiologically imperative to lasting motivation and engagement and, ultimately to the achievement of gratifying work.  We literally cannot learn, grow and adapt if we are not resilient in the face of challenge.  We cannot be as productive, innovative and satisfied if we are not actively applying our natural talents to our work. The research also shows that we can build greater self-efficacy and, that by doing so, we can more reliably tap into and even achieve our potential.

How to Improve the Process

1. As business leaders, students, parents and educators we have a responsibility to respond to the new demands of our economy, workplace and workers. (Download Llama Groomer workshops and curriculum 01212011 PDF to see an example of what I mean)

2. Skills in self-efficacy and being accountable for tapping one’s potential (we could call it “self-actualization” if that didn’t sound so woo woo but check out the definition – it’s not so far fetched!) should be introduced earlier and developed purposefully throughout individual’s development.

3. The idea of “success” should be broadened to include the many career paths our new economy allows now – including those that do not require college preparation, those that are better supported by a trade education or those that could be attained with a new track of entrepreneurial or business basics.

4. Organizations should demand, hire for and manage performance to these self-efficacy and self-actualization skills so that those in their employ are purposefully engaged in meaningful work.

It just means bringing your best self to what you choose to do.  What do YOU think?

Uncommon at a Location Near YOU!

A quick note to my faithful readers:

I’ll be on location at the the following open-to-the-public events.  If you’re near by and would like a dose of Uncommon, consider joining me for one of these sessions!

March 8, 2011 – A New Approach to Motivation and Engagement, Worcester Chamber of Commerce, Worcester, MA

March 31, 2011 – A New Approach to Motivation and Engagement, FREE Demo hosted by KGA, Framingham, MA

April 19, 2011 – the Neuropsychology of Motivation and Engagement: From Theory to Practice to Results (Appearing with Helle Bundgaard, Founder of Motivation Factor®!

This is a great way to get introduced to the remarkable Motivation Factor® framework and gain a new tool for breaking through those pesky obstacles that get in the way of your goals.

See you there!!