By William Seidman Other people’s blogs: jumping-off points and some ideas inspired by my colleagues in performance improvement and leadership. Carrots and sticks: Procrastination fix? By Daniel Pink (author of Drive and A Whole New Mind). I expected Daniel Pink, in this blog post, to highlight the apparent absence of purpose in some organizations. In our work with positive deviants and organizational performance improvements, the three elements of what Pink calls “Motivation 3.0” always occur in the same order:
Purpose > mastery > effective autonomyIf you have purpose, people want to get good at something (i.e. mastery) and only then — when there is alignment on purpose and people are good at what they do — can an organization’s leaders allow autonomy. Even things like processing loans can be powerfully linked to purpose, and once the linkage is made, performance improvements are lasting. Purpose drives everything for any lasting performance improvement. Taking The Path of Most Resistance: The Virtues by Bob Sutton This is a very interesting post. We work extensively with performance improvement initiatives in the private sector. There is convincing neuroscience research on positive imagery’s strong impact on performance. People’s thoughts about what they do and what they want to be able to do, are powerful. What is interesting and frustrating is that people are consistently unwilling to give time to practicing for becoming great (i.e. the path of most resistance). We ask them questions, with a telling result:
- Would you expect a world-class athlete to work hard to be great? Of course, the answer is “yes.”
- What about a world-class musician? Again the answer is yes.
- What about a world-class manager, teacher, or marketer? Here people know they should say yes, but just can’t bring themselves to say it.
- Getting people to stop thinking, “it’s not my job.”
- When is it reasonable to make such a statement?