Posts Taged drive

The One Year, Thirty Minute Challenge :: Week 23 :: People :: Employee Development

Nobody wants to be a screw-up at their job. In fact, Dan Pink explains in his excellent 2009 book Drive, that the social sciences teach us that one of the three things people seek in their work is mastery. Pink briefly describes mastery as, “the urge to get better and better at something that matters.”

There are two things that you, as an employer, can do to tap into an employee’s intrinsic desire for mastery – provide resources, time and support for the employee’s self-initiated efforts for personal and professional growth and build an effective employee development program inside the organization.

Effective employee development programs align the interests of the employee with the interests of the company. With an effective employee development program, you are, concurrently, making a better person and a better employee.

This week’s One Year, Thirty Minute Challenge is to design a framework to start your program. The graphic above will provide direction.

The company’s interest in the employee can be view through four lenses –

  • Employees as assets to be developed. Answer these questions –
    • What resources can we provide to make this employee more valuable to the organization (formal education, additional experiences inside the organization, continuing education units (CEUs), professional certifications, webinars, industry meetings)?
    • How will this employee’s compensation reflect his/her additional value to the organization?
    • What should the accompanying gains in productivity or value creation look like?
    • How can we leverage this employee’s new skills into mentoring for other employees?
    • What soft skills does this employee need to develop in addition to technical or industry-specific skills?
  • Employees as people to be understood. Answer these questions –
    • How does this employee embody the organization’s core values?
    • How does this employee embrace the organization’s culture?
    • What motivates this employee in addition to or instead of monetary compensation? Pink’s book tells us they want autonomy (a measure of control over their work), mastery (the opportunity to improve their work skills), and purpose (a feeling that their work has meaning beyond a paycheck).
  • Employees as team members to be deployed. Answer these questions –
    • How well is this employee suited to their current position?
    • If the employee is not well suited, can they be coached or transferred?
    • If they no longer fit in the organization, should they be terminated?
    • Is the employee trusted by other team members?
    • Does the employ skillfully navigate conflict?
    • Does the employee take responsibility for mistakes without making excuses?
    • Does the employee respect and learn from the diverse viewpoints of other team members?
    • Does the employee display good absorptive capacity for new ideas, procedures, and environments?
    • Does the employee have a mentor mindset?
  • Employees as indispensable. Answer these questions –
    • Are there employees who, if they left, would put the health of the organization in jeopardy?
    • How can you most quickly mitigate this risk with additional hiring, training, or outsourcing?

 

The employee’s interest can be viewed through four lenses –

  • What does my future look like?
    • Is there a career path here for someone with my interests and skills?
    • If so, what does it look like?
    • What happens if my interests change over time (e.g. I want to move from IT to sales)?
    • Is there a path for advancement for a skilled practitioner that doesn’t include management?
    • What is the company’s policy on intellectual property?
  • Can I learn and grow in the organization (skills, aptitudes, experiences)?
    • Will you invest in my growth?
    • If so, how?
    • Will I be mentored?
    • Will you give me opportunities to try my hand at several things?
    • Will I have the opportunity to work in other parts of the country or other countries?
  • Can I keep my priorities intact if I work here?
    • Can I live the way I want to live (core values, hours, time off, great co-workers, benefits that are important to me)?
    • Will the organization morph as my life changes – realizing that my priorities might have to change over the course of my employment – children, illness, aging parents?
  • Will the organization help me navigate roadblocks as they surface?
    • Can I escape a boss that isn’t committed to my development?
    • Can I recover from involvement in a failed project?

 

Use the section above to construct two things – a questionnaire for employees and an initial outline of the growth opportunities you can include in your employee development program. Once your employee questionnaire is done, begin meeting with employees one by one and gather their responses. Take their feedback and revisit your initial employee development plan. Add items that are important to employees, fit in your budget but were absent from your original list. Remove items that, based on your interviews, are not important to employees.

Begin rolling out your plan. The conversations should be something like, “You said you were interested in Balanced Scorecards. If we had a Balance Scorecard in our organization, that would be great. If I sent you to a class for Balance Scorecards, would you come back and work with me personally to make one for the company. When we’re done, I’d like for you to present to all the department heads and explain our work. Would you be up for that?”

Have a conversation like this with everyone on your team. When you knock out one of the things important to the employee and the company, move to the next thing and keep the growth going.

Can Digging Ditches be as Rewarding as Working for the Peace Corps?

In my work as a business consultant and grad school adjunct professor, I can’t tell you how many times I’ve invoked Dan Pink’s three-point outline from his brilliant 2009 book, Drive. Employees want three things in their work life –

  • Autonomy – the ability to control what they do, how they do it, when they do it and who they do it with
  • Mastery – doing work that is not too hard, but not too easy.  Growing their skills with the knowledge that their abilities are not finite, but infinitely improvable. Realizing that mastering a task takes determination, effort and on-going practice. And, knowing that no matter how hard they try, they will never fully master their craft – making it perpetually challenging.
  • Purpose – the ability to attach meaning to their work that supersedes the enrichment of investors or employees. Creating opportunities that allow employees to engage in this meaning on their own terms.

 

To be honest, I’ve waxed eloquent on autonomy and mastery many times. They seemed so easy to explain and illustrate. But I can’t say the same about purpose. I’ve struggled to help clients and students understand how to create meaning for employees when their work seems to lack it. Let’s face it, some work, taken at face value, has more intrinsic purpose than others – yes, working for the Peace Corps feels more noble than digging ditches.

Enter the excellent book, Competing Against Luck, by Clayton Christensen. When it comes to attaching purpose to work, it was like someone flipped on the light in a dark room. If you’re unfamiliar with the topic of the book, Jobs Theory, here’s the super abridged version – people hire a person, company or thing to accomplish a “job to be done” – it’s the theoretical framework behind Theodore Levitt’s wonderful quote, “people do not want a quarter-inch drill, they want a quarter inch hole.” Christensen and his co-authors dig deep into the topic and illustrate it with wonderful real-life examples, but for my purposes here, let me pick out a few gems.

When people have a “job to be done”, it’s generated by circumstances that make their current condition untenable. Some of the circumstances are mildly annoying – “I’m thirsty”, but others demand a solution right now – “I’ve been in an accident, my car is undriveable and I can’t get to work, home or anywhere else”. Hence a job to be done. The job represents progress the potential customer wants to make. The progress might be simple – moving from being thirsty to being hydrated, but many times in the progress is complex – get my wrecked car to the body shop, get all the insurance companies on the same page and get the claim paid, get my car fixed right the first time, in the immediate future get me where in need to go, in the long term get me a rental car to drive and finally don’t cancel my car insurance because of this one accident or raise my premiums through the roof. The person, product or company that delivers on the job to be done in the most complete and frictionless way creates a high-value solution for the customer and creates a probability that they will be hired for that job over and over again.

Towards the end of the book, Christensen explains the amazing transformation that occurs when companies organize, not around products or functions, but around jobs to be done. As I read that, it dawned on me – what could bring more purpose to work than one human being giving their best effort and creativity to do a job that has meaning to another human being. At this point, we can stop asking people to find meaning in accounting, information technology or supply chain management. They don’t even have to find meaning in toasters, hotel stays or a new social network. As we organize our enterprises around jobs to be done, we are connecting the passions and skills of our employees to the heartfelt needs of a customer that has a very-important-to-them job to be done.

 

I first wrote about Drive six years ago. To read that post, click here.

First Break All the Rules and Drive

It’s not good advice for safe motoring, but it is the name of two exceptional books about workplace performance.  The books were written 10 years apart, but as I recently read both of them, almost back-to-back, I was struck by the complimentary messages.

First, Break All the Rules by Marcus Buckingham and Curt Coffman was the end result of a Gallup study that gathered information from 80,000 managers.  Their quest was to find out what made a great manager.  The book has insight after insight, but the key finding is that great managers create an environment where employees answer these twelve questions in the affirmative (it sounds too simple, but you really need to read the book to appreciate the simplicity) –

  1. Do I know what is expected of me at work?
  2. Do I have the materials and equipment I need to do my work right?
  3. At work, do I have the opportunity to do what I do best every day?
  4. In the last seven days, have I received recognition or praise for doing good work?
  5. Does my supervisor, or someone at work, seem to care about me as a person?
  6. Is there someone at work who encourages my development?
  7. At work, do my opinions seem to count?
  8. Does the mission/purpose of my company make me feel my job is important?
  9. Are my co-workers committed to doing quality work?
  10. Do I have a best friend at work?
  11. In the last six months, has someone at work talked to me about my progress?
  12. This last year, have I had opportunities at work to learn and grow?

 

Drive by Dan Pink explores motivation in the workplace.  Pink summarizes his book in 100 words, “When it comes to motivation, there’s a gap between what science knows and what business does.  Our current business operating system – which is built around external, carrot-and-stick motivators – doesn’t work and often does harm.  We need an upgrade.  And science shows the way.  This new approach has three essential elements: (1) Autonomy – the desire to direct our own lives;  (2) Mastery – the urge to get better and better at something that matters; and (3) Purpose – the yearning to do what we do in the service of something larger than ourselves.”  Pink fleshes out these three elements – Autonomy accords people control over 1) what they do, 2) when they do it, 3) who they do it with and 4) how they do it.  Mastery challenges people with work that is not too hard and not too easy.  It also abides by these three rules – 1) abilities are not finite, but infinitely improvable, 2) mastering a task takes determination, effort,  and on-going practice and 3) no matter how hard you try, you will never fully master your craft.  Purpose manifests itself in the organization by 1) using profit to fund purpose, 2) identifying objectives that supersede just the enrichment of investors or employees and 3) creating opportunities that allow employees to engage in these objectives on their own terms.

As I contrasted the approaches of the two books, I weighed the external focus of Buckingham and Coffman (good managers create an environment that breeds fulfillment and performance) and the internal focus of Pink (external motivation is ineffective in today’s creative work environment and must be replaced by tapping into the intrinsic motivation of each employee).  I believe these authors have identified two sides of the same coin – good managers tap into the internal motivation that each of us possesses.

Notice how 8 of the 12 First, Break All the Rules questions fit nicely under the internal motivations in Drive –

Autonomy

  1. At work, do my opinions seem to count? (what I do, how I do it, when I do it)
  2. Are my co-workers committed to doing quality work? (who I do it with)
  3. Do I have a best friend at work? (who I do it with)

Mastery

  1. At work, do I have the opportunity to do what I do best every day? (not too hard, not too easy)
  2. Is there someone at work who encourages my development? (abilities are not finite, but infinitely improvable)
  3. In the last six months, has someone at work talked to me about my progress? (no matter how hard you try, you’ll never fully master your craft)
  4. This last year, have I had opportunities at work to learn and grow? (mastery takes determination, effort and on-going practice)

Purpose

  1. Does the mission/purpose of my company make me feel my job is important? (profit is used to fund purpose, engaging in the purpose on my own terms)

As I see it, 4 questions don’t fit neatly into the 3 internal motivations, but instead give context to these drives in the organization.

  1. Do I know what is expected of me at work?
  2. Do I have the materials and equipment I need to do my work right?
  3. In the last seven days, have I received recognition or praise for doing good work?
  4. Does my supervisor, or someone at work, seem to care about me as a person?

I find it interesting that 2 of the 4 outlier questions deal with being valued and validated (Qs 4 and 5).  Each of us, whether we labor in the spotlight or in the shadows, wants to know we’re doing work that’s important and appreciated.  It’s certainly not as meaningful as being plugged in to our internal motivations, but contributes to a healthy view of work life.

The remaining two questions deal with expectations and equipping.  People, for the most part, want to do a good job and feel pride in their work, but they must know exactly what “doing a good job” looks like.  Finally, employees must be equipped with the talents and resources they need to do what is expected.  Owners, managers and supervisors shouldn’t expect a house when they’ve not provided building materials.

This is my shot at connecting the dots.  I’d love to get your take on the connections between these two excellent books.