By Pascal Finette via theheretic.org Article
“Peter Drucker once said: ‘We know nothing about motivation. All we can, is write books about it.’
In all the time I spent building and leading teams, the one thing I learned is: You can’t really motivate anyone to do anything (at least not in the long run).
Humans are complex creatures and pretty much any trick in the book to “motivate” is easily spotted and falls flat.
What I believe you have to do instead, is to first hire the right people. Hire people who have very high levels of intrinsic motivation. People who burn to work for your organization. People who would work for you even if you wouldn’t pay them.
Next paint a clear picture of the future, establish the social norms and build your culture. Get everyone on the same page, make sure everyone understands what it is you want to achieve and how you want to get there.
And then get out of their way. Let them do what they need to do. And make sure you remove anything in their way, which could demotivate them.
You can’t motivate someone to do something. But you surely can demotivate folks. Hire the right people, set them up for success and remove any obstacles.”
The Best Meeting of the Day, The Standup Meeting
“A stand-up meeting is a daily team meeting held to provide a status update to the team members. This meeting is also referred to as Obeya in Japanese, meaning ‘the big room’; in agile circles a ‘scrum’ or huddle; and in the automotive industry ‘fast response’.
The purpose of these meetings is essentially the same:
- Alignment through communication with the team
- Identification and remedies for roadblocks
So what do we talk about during the daily stand-up? Well, Yesterday, Today, and Obstacles.
… focus the meeting using the following format:
- Start the meeting early in the day.
- Should last no more than 15 minutes.
- The entire team should attend (use a delegate or liaison for support). …
- What did I accomplish yesterday?
- What will I do today?
- What obstacles are impeding my progress? …
- Consider the use of a kitchen timer to ensure your meetings won’t last more 15 minutes. …
- Pass a talking stick around so there is less cross-talk. (A strong facilitator is beneficial.) …
- Highlight issues but solve them later, this meeting is not for extended conversations.”
By Michael Blanding via hbswk.hbs.edu Article
“We all have our boss horror stories. The underminer. The bad communicator. The credit hog. The snake. Then again, if we’re lucky, we’ve all had those amazing bosses as well—the supervisor who encourages all employees to take their work up to the next level; the manager who makes everyone around them look better.
But how much of an effect does a good or bad boss have on workers, really? Harvard Business School Assistant Professor Christopher Stanton sets out to ask that question in The Value of Bosses, a paper recently published in the Journal of Labor Economics—and finds out the answer is, quite a lot. …
‘Bosses may get lucky and have subordinates who can do their job well—or, in other settings, they can get really unlucky and have one person who poisons the whole bunch,’ says Stanton, who co-wrote the study with Edward Lazear and Kathryn Shaw of the Stanford Graduate School of Business, where he began the research as part of his dissertation in 2011. …
When they examined all of this data, they concluded that replacing a boss who was in the bottom 10 percent of the distribution with a boss who was in the top 10 percent had the same effect as adding another whole worker to a nine-person team—a huge effect for such a small variation in quality. …
One thing that Stanton’s study can’t say is what exactly makes a boss good or bad—whether its education, experience, temperament or other systemic factors. Given the enormous impact a boss can have, however, it’s an area ripe for future exploration.”
Permission to Fail
“In my adventure of life I’ve learned courage is not, not being afraid, it’s facing your fears even though you are afraid, and what you realize is that fear is an illusion. It isn’t real even though it appears to be real. The reason it isn’t real is because fear is always in the future. It is always about what might happen, but hasn’t. When or if it ever does, it is hardly ever as bad as it was expected. In fact, in every adversity comes a seed of equal or greater benefit.”
— Mark Ashmore
“… one of our core values is Permission to Fail and it is rooted in the following beliefs:
- You act without fear of failure because you believe that through failure there is something valuable you can learn.
- You have unwavering confidence that even in the event that you do fail, you can pick yourself up and get it right the next time.
- You act with courage, especially when making the right decision means going against the general consensus.
- You are adept at making decisions based on incomplete information because you’re confident in your ability to correct course.
… Our goal is to cultivate a culture that embraces failure. By giving our team permission to fail, we create an environment that challenges the status quo, takes calculated risks, and pursues new, innovative ways to solve challenges.
… I’m most proud of how resilient our team has grown. Not surprisingly, we’ve made lots of mistakes and failed more times than I can count, but we’ve created an anti-fragile system that doesn’t just survive failures but gets stronger as a result.
Don’t get me wrong: Failure is not the goal. But, our belief is that failure is a means to an end that will allow us to achieve our full potential.”
Create more than you consume
“If you make yourself available to focus deeper on what you’re consuming, you’re giving yourself a better opportunity to connect at an emotional level, retain more of what you consume, and use that to your advantage when you need to be creative later. …
I’ve found myself guilty of skimming through tweets, articles, and videos, thinking that I’m retaining everything. The reality is, most of what I thought I was learning will slip right through. …
The Learning Pyramid states that people retain:
- 90% of what they learn when they teach someone else/use immediately.
- 75% of what they learn when they practice what they learned.
- 50% of what they learn when engaged in a group discussion.
- 30% of what they learn when they see a demonstration.
- 20% of what they learn from audio-visual.
- 10% of what they learn when they’ve learned from reading.
- 5% of what they learn when they’ve learned from lecture.
… Sean D’Souza, author of Psychotactics.com, states:
Listening or reading something is just listening or reading.
It’s not real learning.
Real learning comes from making mistakes.
And mistakes come from implementation.”