Carol Wain's Discussions
Performance Driver #1 - Lack of Confusion
Started Sep 10
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There is an article for the public service in the UK that speaks to this (although only high level) http://www.publicservice.co.uk/feature_story.asp?id=12713
This is our newly relaunched website. What do you think?
All managers: take off your blinders, open your minds, ask probing questions, listen with both ears and implement appropriate change.
Interesting observation about employee energy as a performance indicator (how many #1 performance drivers are there out there LOL) http://www.cioupdate.com/article.php/3531726/Employee-Engagement-Requires-the-Right-Stuff.htm
What do you think?
In the September issue of Oprah Magazine, as part of the "31 Ways of Looking at Power" article, #3 was really intriguing to me.
"In 2001 Pepperdine University professor or marketing Roy D. Adler, PhD, made a startling discovery" In a study tracking…
Users and providers of incentive travel
Comment Wall (8 comments)
- At 3:07pm on February 21, 2009,
Paul Herr said… - Hi Carol,
Nice to meet you. I'm a soccer dad and my son recently got me hooked on survivor as well! Sorry about the lengthy post, but I think this is something you will be interested in.
I have a book coming out on May 1st will be of interest to both the employee-engagement community and emotional-intelligence community. The publisher is the American Management Association (AMACOM Books). AMACOM is featuring my book this spring because it provides a game plan for extricating ourselves from the current financial crisis.
Just about every consultant who has previewed the book thus far has wanted to join the consulting community I am building around the book. I call them my natural-management revolutionaries--people dedicated to turning traditional, impersonal, bureaucratic, command-and-control management on its head.
Primal Management describes a radically new human- performance technology; a "better mousetrap" for managing and organizing human beings. I'm claiming, until proven otherwise, that it is the simplest, most logical, most scientifically advanced approach to motivation on the market.
My approach is based upon the simple notion that companies will realize maximum productivity, if, and only if, they align with human nature. I call management that aligns with human nature "natural management." Corporate America currently get's an "F" in aligning with human nature because only 29% of employees care about their work (Gallup).
The book describes a new tool for measuring intrinsic rewards in the workplace, which is why I thought you might be interested. It is, in essence, an improved accounting system for measuring overall employee compensation.
Corporations account for the traditional payroll and benefits to the nearest penny, but utterly fail to account for the equally-important intrinsic rewards that contribute to overall compensation.
I argue in "Primal Management," that all rewards, monetary or otherwise, are fundamentally emotional in nature. The monetary paycheck is only rewarding because of the emotional incentives it produces: 1) If I have money in the bank I don't need to worry about my future as much, which is a reduction in pain; 2) If I make a healthy paycheck, it means that I am good at what I do, which improves self-esteem, which is an ongoing good feeling about oneself, and, finally, 3) Money is like liquid feeling. It can be converted into all kinds of emotionally stimulating goods and services like a hot new car, and exciting vacation or a night out with one's honey. Money, you see, is all about feelings.
The basal striatum is the brain's master reward center. Neurons in the basal striatum fire in response to food, money, sex, a pat on the back by the boss, or psychoactive drugs like cocaine and methamphetamine. All forms of compensation boil down to rewarding feelings emanating from the basal striatum.
My Horsepower SurveyTM captures capture the five productive pleasure that drive high achievement (five forms of intrinsic reward that nature build into our brains to promote productive behavior). Total intrinsic reward is measured and plotted on a chart called The Horsepower MetricTM. If the motivational horsepower is positive, it means that employees enjoy coming to work in the morning. If it is negative, it means that employees find it painful coming to work.
I tell CEOs that the Horsepower Metric is the master metric that drives the traditional operational, financial and HR metrics. The logic behind this claim is simple--feelings drive behavior and behavior determines organizational performance.
Here is an example to illustrate what I am talking about. Let's consider an employee making $50,000/year in monetary pay and benefits. This gets translated into, say, 10 emotional reward units in the basal striatum (10 ERUs). If this employee works in a toxic workplace, this will create a deduction of, say, 5 ERUs from the overall emotional paycheck. The total compensation for this employee is therefore 5 ERUs (10 ERUs for monetary pay, minus 5 ERUs for the toxic work climate. Now let's consider a second employee who also makes $50,000 but works for an emotionally intelligent manager who knows how to press the five motivational hot buttons that drive high achievement. This employee receives an intrinsic-reward bonus of 5 ERUs and an overall emotional paycheck of 15 ERUs. The first employee who makes just 5 ERUs in total compensation is going to perform like a five, while the second employee who makes 15 ERUs is going to perform as a 15.
The first part of my book describes the five motivational hot buttons and the survey I developed to capture the rewarding feeling emanating from them. The second part describes how managers can push these hot buttons.
If this idea sounds intriguing, I'd be happy to send you some chapters to review. If you get really excited, and want to apply this approach in your consulting practice, I will send you a galley proof of the book to review.
Best,
Paul Herr
Author of Primal Management
www.primalmanagement.com
- At 2:06am on January 8, 2009,
Peter Hart said… - Totally snowed in Carol! Ah the joys winter!
- At 2:45am on August 24, 2008,
Krishna Prasad said… - Hi
After presenting your show in Chicago, would you mind let me have a look. Please use my mail id rtnkrishna@gmail.com.
Thanks
Krishna Prasad
- At 4:09am on August 9, 2008,
Robert Morris said… - [Already posted at the Manager Tools Group]
I now share an excellent example of how one company defines its employees’ work by its purpose, not by its task. After spending a great deal of time interviewing its employees to understand what gives meaning to them, Suma Health Systems of Akron (OH) created the following statement on a wallet-sized card that all employees now carry with them.
“You are Suma. You are what people see when they arrive here. Yours are the eyes they look into when they’re frightened and lonely. Yours are the voices people hear when they ride the elevators and when they try to sleep and when they try to forget their problems. You are what they hear on their way to appointments that could affect their destinies. And what they hear after they leave those appointments. Yours are the comments people hear when you think they can’t. Yours is the intelligence and caring that people hope they find here.
“If you’re noisy, so is the hospital. If you’re rude, so is the hospital. And if you’re wonderful, so is the hospital. No visitors, no patients, no physicians or co-workers can ever know the real you, the you that who know is there – unless you let them see it. All they can know is what they see and hear and experience.
“And so we have a stake in your attitude and in the collective attitudes of everyone who works at the hospital. We are judged by your performance. We are the care you give, the attention you pay, the courtesies you extend.
“Thank you for all you’re doing.”
- At 10:32am on May 29, 2008,
Terrence Seamon said… - Carol,
I see you joined the Manager Tools group. Welcome aboard. I look forward to your perspectives on ways that Managers can promote greater employee engagement.
Terry
- At 2:16pm on May 27, 2008,
Jeffrey Cherry said… - Carol:
Thanks for your input. This is great stuff. I actually have a plan to contact the folks at the Forum to see if they can add some insight or capabilities to this issue. Thank you so much for the attachments as well. I'll get to them today and give you my impressions.
Best!
Jeff
- At 8:19pm on May 13, 2008,
David Zinger said… - Carol,
Glad to see you join. One of those "do you know" questions...Do you know any of my cousins in Courtenay/Comox...Hornsteins? I look forward to you participation and point of view in the network.
David
- At 2:55pm on May 13, 2008,
Terrence Seamon said…
- Carol,
Welcome to the EE network!
Your methods for engaging your husband in improvement projects sound curiously similar to those my wife has devised.
Terry
Profile Information
- Who are you?
- President and founder of Incentive Depot Inc. Founding member of the World Incentive Network.
Soccer mom, Survivor fan, travel nut and in my "spare" time I like to create home and garden improvement projects for my dear darling husband so that he is as busy as I am!
- What is your interest or involvement in employee engagement?
- We work with clients to create programs to maximize employee engagement
- Website:
- http://www.incentivedepot.com
- Where are you located?
- Courtenay, British Columbia
About
Latest Activity
Does employees’ satisfaction with workplace diversity positively impact employees’ overall satisfaction with their jobs?
The attached research gives us some insight into this topic. I look forward to your comments.
All the best,
Kevin Sheridan
As a consultant, I often have the privilege of acting as my client’s right hand or lending a listening ear for what’s going on in their business. I am not a certified coach, but years of being a performance improvement specialist has taught me much…
Appreciate the question--but what if you consider that there is more than one type of "true" engagement, and that different types of engagement may involve more or less spiritual, intellectual or participatory involvement?
Create and support one language for your employees by clearly communicating the mission, values, and team agreements of your organization.
Say hello and ask them how their day is going.
Men get engaged when you acknowledge what they do, and women become engaged when you acknowledge who they are.
Yonica:
I appreciated the statement: "an invisible grandfather clause." Staying power and growth not just sticking around because of the pension. Well said.
David
Finding a candidate with some staying power is such an awesome thing. There are a lot of candidates out there who are willing to stick with a good employer, and there are others who are just looking to build their resume.
Though you may find candid…
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