November, 2018 | Lorne Rubis

Do We Really Need More Potent Sticks and Carrots?

Abundance Accountability Personal leadership Respect

Story: Why do operating leaders and HR people invest an inordinate amount of resources trying to develop more potent sticks and carrots? It drives me crazy to think about the assumptions made regarding what really motivates people in so many management meetings. Too often, the unfounded and/or unchallenged conclusion is that “a lot of our people are lazy, unengaged, have poor attitudes, and need to get fixed.” The accommodating supporters (often HR pros) then go to work on some or all of the following: Tougher performance review systems and ratings (the stick) and/or improved performance compensation/praise systems (the carrot). Academics and thought leaders like Stanford’s Chip Heath have done interesting research on the built-in biases we have in assuming what motivates us versus others. We seem to be more inclined to describe ourselves as being driven by what Primed to Perform authors Doshi and McGregor define as direct motivators (purpose, learning, play, potential), while we assume most others are more motivated by indirect factors (pay, benefits, praise). Hence, the unbalanced focus or request for developing more potent sticks and carrots?

Key Point: While each of us are thankfully unique, it might serve us well to consider that most people are motivated much like we are. I know that the higher people rise in organizations, it is seductive to (consciously or unconsciously) think that we are somehow elevated from the “unwashed.” So, if we all ask ourselves, regardless of where we are by title or position, what really drives us individually, why would we assume others are motivated by something different? Hey, I do love making lots of money. It just doesn’t make my daily engine run fast. Over 40 years, as much time as my bosses and I spent getting my short and long term bonus criteria “just right,” I hardly ever thought about them after they were administratively completed. Yes, I wanted to get paid my bonuses and I’d be ticked off if they were ever less than 100 percent. Still, the money by itself did not drive me. The message here is that we need to invest more in the powerful motivators of being driven by purpose, learning, potential, play and the surrounding elements. This very much connects with the research in Dan Pink’s great book, Drive. The intrinsic factors Pink emphasizes are Purpose, Autonomy and Mastery. This is where I believe the work of operating leaders and the supporting cast needs to invest. Fancy or more potent sticks and carrots will satisfy our biases, but do little to create exceptional engagement and contribution.

Lead Yourself Move:

Ask yourself what really turns you on? How much of that condition exists in your current situation? Determine what you can do to create more of what really fires you up.

Lead Others Moves:

Whatever you do after reflecting on what you want to more fully motivate yourself, create the same conditions for others. How do you get them fired up over purpose and vision? How can you invest in their ongoing growth and potential? How can you provide them greater autonomy and opportunities for mastery? Let them play, experiment and have fun.
Make sure your stick and carrot systems are fair. You don’t want people leaving because they suck. Just don’t expect these factors to be your big performance drivers.

Driven in Personal Leadership,

Lorne

One Millennial View: One of the theories behind why big lotto winners have a disproportionate tendency to attract tragic outcomes is because, even with all the money in the world, it wasn’t earned. Drive, passion and purpose are replaced by guilt and lethargy, which leads to worse. In recent years, I’ve been lucky enough to hear a lot of successful people explain that completing tasks and contributing value with pride and enjoyment is also a great currency, even if it’s not on our bank statement. A good message for all Millennials.

– Garrett

Edited and published by Garrett Rubis

Do You Have a ‘Jump Around’ at Your Work?

Abundance Accountability Personal leadership Respect

Story: Are we currently experiencing a famine of fun and celebration in work organizations, and perhaps many other institutions? Things seem to be extraordinarily tense these days, not the least of which is the fast paced change in almost all parts of our lives. Maybe it’s just me, but I feel like we could all use a lot more fun.

It’s the middle of the American college football season, and my co- author/editor Garrett (who lives in Austin, Texas), reminded me of a few celebratory traditions that make college football so enjoyable. There are many examples in all parts of the U.S., so if you have a moment, please watch Wisconsin’s student body’s “Jump Around” tradition, which will put a smile in your face.

Or watch West Virginia fans tradition to stay in their stadium after every win and lustily sing John Denver’s “Take Me Home, Country Roads.”

So what does this have to do with leadership and culture in all countries?

Key Point: I believe most organizations need more celebrations to symbolize, demonstrate and reinforce company purpose and intended values. It is also an opportunity to lift up organization heroes, those who have applied the culture’s core values or purpose in extraordinary ways. These events strengthen everyone’s connection to the organization and reinforces what makes the group special. And sometimes, I think we may overlook the pure benefit of laughter, joy and the fun that can be unleashed under the wonderful cover of a collective ritual. I’m sure that most of the Wisconsin fans don’t deliriously jump up and down by themselves in their homes very often. But at a Badger game, even the most conservative midwesterner can cut loose. Belonging matters and participating in traditions reinforces that sense. What are you doing to create and participate in more celebrations or rituals in your workplace?

Lead Yourself Move:

Be a celebration instigator within your work group. Even if it’s a small thing like “Taco Tuesday,” or the under-appreciated and carbohydrate maligned “Donut Friday.” Have FUN!

Lead Others Move:

If you’re privileged enough to lead others then you can definitely apply all kinds of creativity in this regard. Examine your groups’ purpose and values and think of how you might implement a “jump around.” When I was the CPO of an organization, I liked the experience of music and dancing. In retrospect, I would have made it more intentional and ritualistic. What will you do? How about if we are more intentional about creating more moments for joy and laughter?

Jumping Around in Personal Leadership,

Lorne

One Millennial View: The magic of combining traditions with sports has brought entire cities and communities together in ways that seem unmatched in any other field (no pun intended). As for office traditions, I’ve seen everything from Friday dance-offs, to ringing the gong on the sales floor. I don’t think a great office ritual requires 80,000 jumping fans, but if there’s a little effort to celebrate, invoke some nostalgia, create a laugh, or make my other Millennial friends think that I work somewhere really fun – it’s a whole lot more exciting to show up and get the job done.

– Garrett

Edited and published by Garrett Rubis

What’s Shame Got to Do With It?

Abundance Accountability Personal leadership Respect

Story: How effectively are you personally leading through all the massive change in your work environment? Everywhere I go these days leaders are asking for insight and guidance to help navigate through the massive disruption that’s impacting literally every industry. In most cases, the approach is examined from a collective, strategic or organization framework. That’s important. At the same time, I’m challenging leaders to consider addressing this more holistically by looking at things from a deeply personal perspective. And this is where SHAME, in all its nasty glory, lives. “Shame is watching things change so fast, and no longer knowing how and where I can contribute. The fear of being irrelevant is a huge shame trigger that we are not addressing at work.” This is a quote from from Brené Brown’s fabulous book, Dare to Lead. I think she’s right on the mark! So what can we do about it?

Key Point: Brown, who has studied the impact of shame through her illustrious career, defines it this way: “Shame is the intensely painful feeling or experience of believing that we are flawed and therefore unworthy of love, belonging, and connection.” She also emphasizes that shame drives two parallel narratives: “Never good enough and who do you think you are?” It is important to appreciate how the idea that “I am bad” or “unworthy” crushes us into smallness, like the cars at an auto-wrecker. As Brown underlines, “the fear of being irrelevant is a huge shame trigger.” My belief is that regardless how well crafted our strategic process to facilitate or navigate the massive change underway in organizations, we need to intentionally provide for what I call “a plan of one” that takes into consideration the fear of personal irrelevance?

Lead Yourself Move:

The antidote to personal shame is empathy and compassion. And it has to begin with us at a deeply personal level. You probably think you “get this.” Do you really? I am going to bug you over and over again to become more self-aware. I strongly urge you to read Brown’s and others’ work on this.

Lead Others Move:

As leaders, we need to have an open conversation with people at all levels about the relationship between shame and the transformation stuff going. People will welcome the understanding that they are not alone. Brown points out that sharing stories creates belonging, connection and builds trust! Do you know how to lead this conversation? You and I need to be sure there is a transformation plan of ONE for every human in our group.
Stop the shame bulls*** that management unwittingly perpetuates “These are all behavioral cues that shame has permeated a culture.” Brown asks: “Is there evidence of people in leadership roles bullying others, criticizing subordinates in front of colleagues, delivering public reprimands, or setting up reward systems that intentionally embarrass, shame, or humiliate people?” Recognize shame promoting behaviors, and crush them.

No Shame in Personal Leadership,

Note: Excerpts are From Dare to Lead Brené Brown
https://itunes.apple.com/us/book/dare-to-lead/id1384267645?mt=11

One Millennial View: Of course, nowadays when people hear “shame” they often think of shaming others (via social media, out of jobs, out of school, etc). It’s easy to forget that our inner monologues can shame ourselves into professional paralysis. Personally, I think shame is a pretty gross weapon. But, it’s certainly effective and powerful enough to have some foaming at the mouth like rabid dogs, eager to use it every chance they can get. Who would have thought it’s our own shame that can bite us worst of all?

– Garrett

Edited and published by Garrett Rubis