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KEYZINE: An e-zine for
LEADERS:
ABOUT THE PEOPLE PART OF BUSINESS
Volume 28, July 2003
Publisher: © Key Associates, 2003
http://www.mkkey.com
#######################################
This Issue: On "Pride in Work"
Contents:
"What do you have without pride in work?
Just a job, to get some money."
- W. Edwards Deming
"The desire to do something, much less to do it well,
cannot be imposed."
- Alfie Kohn
"People become motivated when you guide them
to the source of their power.."
- Anita Roddick
"And no one shall work for money, and no one
shall work for fame; But each for the joy of the
working, and each, in his separate star,
shall draw the Thing..."
- Rudyard Kipling
"If we are so rich, why aren't we happy?"
- Mihaly Csikszentmihaly
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WHAT'S HOT IN LEADERSHIP
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Restoring pride
in workmanship--
knowing that work is inspired not by economics,
but by emotions.
Giving people meaningful
work to do.
Connecting that work to the bigger picture.
Respecting that EVERYONE HAS A PLACE
and helping people find that place. (Sometimes
that place is not in your organization. ) Letting
people know their work matters.
Creating engagement with EMPLOYEES AS
ALLIES.
Cultivating WORK COMMUNITIES.
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MAINTAINING YOURSELF AS A LEADER
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First instill pride in yourself. Are your ambitions
set high enough? Are you tracking on your
purpose? Are you a person of character:
demonstrating integrity, respect, commitment
to the success of others? Would your family
and friends be proud?
There is a difference between self-serving
pride--the kind that collapsed Enron and others
--and organization-building pride. It is a shift
in focus from ME to WE.
Become a pride-builder: a leader who instills self-
esteem in workers by inspiration, recognizing talent,
speaking to the importance of their results,
and aligning personal and organizational values.
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FREQUENTLY ASKED QUESTIONS
**************************************
What really motivates people? Where does pride
come from?
Well, what really motivates you about your work?
Rank these:
___ Recognition
___ The opportunity to contribute, to serve, to produce quality
___ Status
___ A paycheck
___ Feeling part of a team
___ The opportunity to learn, advance and grow
___ Benefits
___ Self-esteem
___ Feeling your work is important
___ Freedom for creative expression
___ The chance to do things you do best, feel good about
Most employee surveys rank extrinsic motivators
(coming from without) as inferior to intrinsic ones
(doing something for the sheer pleasure of it).
We have worked hard to make office space nice,
have dress-down days, provide ample training,
flexible hours, and the list goes on. Why do I
feel like this makes no difference?
Frederick Hertzberg separated HYGIENE factors
(working conditions, supervision, salary, status,
working relationships) from MOTIVATION factors
(achievement, recognition, responsibility, the work itself).
He held that the first group were "satisfiers" and
you would hear dissatisfaction if they were absent.
The latter he termed "motivators"--the true
human fuel for excellence.
I have heard this idea that "pay is not a
motivator."
How can that possibly be true?
Alfie Kohn echoed the beliefs of Deming--that pay
does not enhance performance. What they meant
was to pay people generously and equitably, then
do everything to get money out of their minds.
If people are motivated solely by rewards, they:
play it safe, hide mistakes, don't ask for help,
therefore never learn. They feel manipulated
--the carrot has now become a stick.
Studies indicate that pay is a motivator only when
people perceive they are underpaid. But then
pay, when adjusted, does not increase productivity
--just satisfaction.
"How do you get the intrinsic supercharge?"
You can buy people's hands but not their hearts.
Think of all the PUSH strategies you have used:
compliance, standards, intimidation, negotiation,
coercion, manipulation, arbitrary numerical quotas.
And what you got.
The emotional energy comes from PULL strategies:
leading, modeling, education, stories, teamwork,
celebration, feedback, choice, vision, inspiration.
"I see you running this company someday."
Empowerment comes from relationships, not things.
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EDUCATIONAL OPPORTUNITIES
**************************************
Learn about Pride in Work and Motivation in our
Leadership course:
http://www.mkkey.com/Key%20Associates/TheNewLeadership.htm
Business training videos on leadership and
empowerment http://www.trainingabc.com/leadership.htm
Workforce empowerment training resources
http://www.business-marketing.com/store/empowerment.html
Online intrinsic motivation training
http://www.livingood.cc/motivation.htm
Defining your own intrinsic motivation
http://www.iss.stthomas.edu/studyguides/motivation1.htm
**************************************
OTHER USEFUL BENCHMARKS
**************************************
Benchmark the Biggies:
Aramark
General Motors
Home Depot
Marines
Marriott
McDonalds
Microsoft
NASA
Southwest Airlines
Toyota
**************************************
ARTICLES/PUBLICATIONS
**************************************
Bern, John A. "How to Lead Now: Getting
Extraordinary Performance When You Can't Pay
For It." Fast Company, August 2003, pp. 62-70.
Buckingham, Marcus & Clifton, Donald O.
Now, Discover your Strengths. Free Press,
2001
Byham, William C. Zapp: The Lightning of
Empowerment. New York: Fawcett Columbine,
1988.
Campbell, Duncan. "To Reward or Not?
On What Truly Motivates People and Why."
At Work, Nov/Dec 1997, p. 21.
Csikszentmihaly, Mihaly. "If We Are So Rich,
Why Aren't We Happy?" American Psychologist,
October, 1999, pp. 821-827.
Deci, Edward L. Why WE Do What We Do:
Understanding Self-Motivation. Penguin Books, 1996.
Katzenbach, . Why Pride Matters More Than Money.
Crown Business, 2003.
General Motors "Pride-Builder Program"
Hertzberg, Frederick. One More Time:
How Do You Motivate Employees? Harvard
Business Review, Sept. – Oct. 1987, 109-120.
Holpp, Lawrence. "Applied Empowerment."
Training, Feb. 1994, 31(2), 39-44.
Kaye, Beverly and Jordan-Evans, Sharon.
Love 'Em or Lose 'Em: Getting Good
People to Stay. Berrett-Koehler, 1999.
Kohn, Alfie. Punished by Rewards: The Trouble
with Gold Stars, Incentive Plans, A's, Praise,
and Other Bribes. Hoghton-Miflin, 1993.
Oakley, Ed. & Krug, Doug. Enlightened
Leadership. Stonetree, 1991.
Richards, Dick. Artful Work: Awakening Joy,
Meaning, and Commitment in the Workplace.
Berrett-Koehler, 1995.
Spitzer, Dean. "How to Reduce the Demotivators
in Your Organization. The 1997 McGraw -Hill
Team & Organization Development Sourcebook.
McGraw-Hill, 1997.
Thomas, Ken. Intrinsic Motivation at Work:
Building Energy and Commitment. Berrett-
Koehler, 2003.
