Tag: Human Capital

Survivor: Corporate America edition – Guest blog by Paul Schoening

Survivor “Damn Lucky”

Counter-intuitively, organizations tend to find difficulty prioritizing their employee engagement efforts during challenging environments. In fact, during this recession many have executed a status quo strategy, which communicates to their single greatest resource that you are “damn lucky to still be here”. Take a moment to think about this – has this been your organizations approach to engagement?

Therein lies the issue! If we tell our recession survivors they’re lucky to have a job and yet we label them our greatest remaining resource, we are sending mixed messages.

My Story

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Motivated by adversity: Dr. Horrible’s Sing-Along Blog

First, if you have not watched Joss Whedon’s Dr. Horrible’s Sing-Along Blog starring Neil Patrick Harris, Felicia Day, and Nathan Fillion – please,  please do.  It is funny….ha, ha, ha, he, he, ha…. (ok, I need to work on my laugh – you’ll see the connection after watching).

The Spark

Joss Whedan on why he developed Dr. Horrible’s Sing-Along Blog:

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What Drives Meaning?

What is it that drives meaning in work?  True, real meaning that goes beyond the obvious “completed this project” or “achieved that goal”?  I have some ideas, but would love to hear what other people have to say first.  I’ll keep a track of the responses we get and put up another post on this with some ideas at a later time.

So please, leave a thought in the comment section!

Why I Hate Training Wheels

Riding a bike

My 4-year old son just got his bike a few weeks ago.  He is in heaven.  Ask him what his favorite thing in the world to do is, and he will tell you, “Ride my bike!”  He wants to ride it everywhere…which is fantastic. He is definitely motivated!

I have one problem…he won’t ride it without training wheels.

We tried.  The first four days I was out with him every day, running up and down the sidewalk, holding on to the bike as he peddled.  But he was too scared.  He would stop peddling anytime the bike tilted.  He would always look back to make sure I was there (which caused him to turn the wheel and tilt the bike to one side and then stop peddling).  He would stop and say he wanted to go slower.

And the problem was he was actually doing a good job riding on his own.  He was able to go a fair way with me just running beside him and not supporting the bike.  I would let go and he would be riding just fine.

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Sales Motivation using the 4-Drive Model

Salespeople who are engaged in their roles, who are motivated to succeed, and who’s goals are aligned with the organizational goals have been shown to have a significant impact on helping an organization succeed (Badovick, Hadaway, & Kaminski, 1992). Successful organizations understand this and try to keep their sales employees motivated and engaged through a variety of motivational methods – mostly involving extrinsic rewards.

While much has been much written about how extrinsic rewards may have a detrimental effect of on a sales person’s intrinsic motivation (Deci & Ryan, Kohn, or Pink – note: there is also a lot of research on how this extrinsic/intrinsic effect can be mitigated) there is little disagreement on the short-term impact that extrinsic rewards can have on a company’s performance . The short-term benefit of extrinsic rewards assures us that these rewards will be used in businesses no matter what Dan Pink has to say on the topic.   However, this does not mean that these types of programs can’t be improved.

Successful organizations and leaders of the future not only need to focus on the optimization of extrinsic reward programs but also on moving other levers within the organization that can drive sales motivation.  Using the Four-Drive Model of Employee Motivation (Lawrence and Nohria, 2002) provides a clear framework for how to do this.

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4-Drives: A simple story about how one manager got motivation right!

This was our most viewed slideshare presentation with over 14,000 views – I’ve now turned it into a 4-minute youtube video….with music and everything.  Hope you enjoy and please forward on to anyone you think would benefit from watching.

How to Get Employee Motivation Right!

Oak Ridge Hotel and Conference Center get’s motivation – it isn’t about a single program or special one day events…it is about creating a culture that engages and motivates.  Here is a short video that highlights some of what we found out when we talked with them and asked them…”What Motivates You?”

The 4-Drives and Motivation at Oak Ridge Hotel & Conference Center

A few weeks ago Susan and I spent the day interviewing 11 employees at Oak Ridge Hotel & Conference Center  in Chaska, MN (see Oak Ridge Part 1 here).  We had observed that Oak Ridge had “gotten the formula right on employee motivation” and wanted to probe more to find out how.  From our original findings, we highlighted five things that stood out: 1) leadership counts, 2) It is not about the money, 3) It is about the team, 4) Genuine recognition rejuvenates and 5) It is all about appreciating people.  I’m taking a different approach this time, looking at it from the 4-Drive Model and seeing how each of the drives showed up in the 11 interviews.

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Pay: Cost or Investment?

Susan and I had the opportunity yesterday to hear a presentation on assessing pay evaluation by Mark Wallace and Tim Hill of the Hay Group. In it, they talked about the difference between when companies look at pay as a cost or when they look at it as an investment. The difference in how these two world views impact behavior is significant.

When pay is viewed as a cost, it is managements job to minimize it. With this perspective, companies tend to look at pay benchmarks, limit pay increases and create estimate salary budgets for review. However, when pay is viewed as an investment, management’s job is to optimize that investment. Companies actions take on a whole different flavor. With an investment perspective, companies look at how pay drives performance and motivation. How does the pay structure align with the roles and responsibilities of the job. How does the pay opportunity spur employee motivation or engagement. How can pay, recognition, benefits and incentives be leveraged to drive organizational success – as measured on many levels (not just cost savings).

Which pay philosophy do you think is better? I know which one I do.

Let us know your thoughts!

Four Drive Model: New Theory on Employee Motivation

The Four Drive Model of Employee Motivation was presented by Lawrence and Nohria in 2002. The model is a holistic way of looking at employee motivation beyond the typical “pay” model that is prevalent in the corporate world today. I will not go into detail regarding the model here, but just give  an overview and how this model presents a new way of thinking for organizational leaders (see here for how leader’s can impact performance using it).

The Four Drive theory is based on research that shows four underlying drives – the drive to Acquire & Achieve, to Bond & Belong, to be Challenged & Comprehend and to Define & Defend.

Each of these drives are important if we are to understand employee motivation. While companies typically focus on the drive to Acquire & Achieve (i.e., base pay, incentives, etc…), the other three drives play an integral part in  fully motivating employees. Thus, the new theory provides a model for employers to look at when they are trying to find ways to increase employee engagement and motivation.

For instance, companies often pay lip service to team building as they don’t see how it really impacts performance. The Four Drive model shows that team building relates directly to the drive to Bond & Belong – which in turn can influence an employees motivation. Thus conducting a team building session should no longer be just about having fun for a few hours, it should help a company’s employees positively build and enhance the bonds they have with their co-workers.

The drive to be Challenged & Comprehend  highlights the fact that we perform better when we are not bored or “not challenged” and learning on the job.  Instead of trying to automate and simplify all work, leaders should look at how they can enhance or create challenges for employees and provide them opportunities to learn and grow.  With this in mind, organizations must look at how they are structuring their jobs, their projects, their incentives.

Organizations do not typically think of the drive to Define & Defend when they are thinking about motivation. The Four Drive model indicates that a company’s reputation, its moral bearing, the culture and what it does can all be significant factors in how motivated employees are. Think of the different motivation an employee would have working for a pharmaceutical company that is providing life saving medicines for people or a one that is out to maximize shareholder returns. Which do you think would have the more motivated workforce?

Note: Alright, a theory that is almost seven years old really isn’t new, but theories moving from academics into the real world often require a much longer time to be accepted – so I’d give this a good grade! For more information, please go to www.lanterngroup.com or www.prlawrence.com

A LOOK BACK AFTER ONE YEAR –  6-11-10

We have done much work on increasing our understanding of the 4-Drive Model of Employee Motivation over the past year.  We are in the final stages of development for a 4-Drive Assessment that will help people understand how the four drives influence their individual motivation.  Another area of research for us was to look at how managers can use the 4-Drive Model to create programs, put in place systems, and change their behavior to increase their employee’s motivation.  All of this work has helped solidify our understanding of the 4-Drive Model and reconfirmed our belief that this is a very powerful employee motivation model.  We now understand that using this as an underlying architecture for creating a motivational workplace can be very beneficial for organizations.

Our work in this area has also shown that there are some weaknesses to the model.  For instance, “Purpose” isn’t really addressed in the model.  Purpose has been shown to be a key motivator in individuals – highlighted in Pink’s recent work but dating back to research done by Deci, Eisenberger, Locke, Lathum and most importantly Leider.  In the 4-Drive Model we have been forced to put passion under the Define & Defend Drive – but that stretches the current definition for that drive.  We are currently working on a way to integrate Purpose into the 4-Drive Model.

All in all, we still believe that the 4-Drive Model is one of the strongest and most robust models to help understand employee motivation and engagement.  We are working on developing more actionable tools and programs so that managers can both understand the model and be able to use it to increase their employee’s motivation.  It is with great anticipation that we are looking forward to the next year and taking this to the next level.

12/15/10

Please see Rethinking the 4-Drive Model of Employee Motivation for further thoughts on this model and how our thinking has led to new ideas.  Here are some other links to blogs we’ve written about the 4-drives Impact on Leaders here, and other four-drive info here, here, here, here and here.

Kurt

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