Research tagged with "Motivation"

In too many companies, too many people are stuck in a vicious cycle of endless meetings - to the point that in order to get any work done, they have to multi-task, paying little attention in most meetings. As a result of split attention, it becomes hard to get anything done in meetings, which typically spawns yet more meetings to pick up the slack. This burden is worse for a company's most skilled people, who tend to be pulled into every issue. Not only does this burn them out; it also means they have little time to develop their colleagues' skills. This dynamic is the direct result of the most common performance management systems. High performance in teams and organizations hinges on the frequency and quality of feedback loops. The "Law of Requisite Variety" suggests that systems must match the complexity of their inputs to perform well. Effective performance management should balance tactical and adaptive performance, ensuring both flexibility and alignment. To achieve this balance, organizations need high-quality, high-frequency feedback loops that motivate teams through play, purpose, and potential. Feedback should be mostly asynchronous to allow for deeper thinking and eliminate bottlenecks. Medium-form writing is effective for coaching and teaching first principles. By focusing on motivation, strategy, problem-solving, processes, and skills, organizations can create environments that drive sustainable high performance and adaptability in dynamic conditions.

Have you ever cut corners? Research and experience show that if employees are motivated by the wrong things, they are unlikely to perform their best. In the worst-case scenarios, even the best employees may cut corners, which in the worst cases can result in calamity. Why Volkswagen cheated on their emissions testing shows how high emotional and economic pressures can lead to the "cobra effect," where misaligned incentives drive harmful behaviors. To foster integrity and high performance, focus on improving total motivation (ToMo) by ensuring employees find play, purpose, and potential in their work while minimizing negative pressures. Key actions include assessing risks to identify high-pressure areas, refining metrics to align with mission and values, setting learning goals instead of performance targets, encouraging open troubleshooting, defining decision-making boundaries, and admitting mistakes to promote a culture of learning and ethical behavior. By transforming the work environment and leadership approach, companies can avoid the pitfalls of unethical shortcuts and achieve sustainable success.

The rapid advancement of technology and AI tools has made it easy to feel overwhelmed and left behind, even for technically inclined individuals. However, this problem goes beyond personal discomfort and has historical implications. Throughout history, major economic transitions driven by automation have led to increased pressure and polarization, ultimately resulting in global conflicts. To avoid repeating this pattern with the rise of artificial intelligence, it is crucial to create inclusive and adaptive work cultures that prioritize continuous learning and problem-solving skills.

Many leaders have overcome the first hurdles of moving their teams remotely. The next critical question is: How do you motivate people who work from home? The answer lies not in perks or control mechanisms but in making the work interesting, collaborative, and inclusive. Research shows that remote work can reduce motivation, particularly when employees have no choice in their work environment. To counteract this, leaders should focus on fostering direct motives such as play, purpose, and potential, while mitigating indirect motives like emotional and economic pressure. Encouraging experimentation and problem-solving, rather than rigid adherence to processes, can enhance engagement and adaptability. Regular check-ins, discussions about motivation, and a balanced focus on both tactical and adaptive performance are crucial. A recommended weekly rhythm includes: Monday: Hold a team performance-cycle meeting to review last week's impact and learnings, set commitments for the week, identify areas for experimentation, and assign responsibilities. Tuesday–Thursday: Conduct individual meetings with team members to help them tackle slightly challenging tasks and coordinate small group meetings for collaboration on experiments and problem-solving. Friday: Focus on reflection by showcasing and gathering input on the week's experiments, checking in on motivation and progress, and discussing struggles and successes. By empowering employees to tackle meaningful challenges and maintaining a structured yet flexible weekly rhythm, leaders can sustain high motivation and productivity in remote settings.

Factor Habit Checks empower teams to build high-performing cultures. Most of a person’s performance motivation is built within their teams. But not only is this challenge incredibly daunting for most leaders - it is also getting harder as a result of generational changes, more technical work, remote work, and artificial intelligence. Factor Habit Checks are grounded in extensive research shared in the acclaimed bestseller, Primed to Perform. When teams use Habit Checks regularly, their performance, motivation, and retention improve significantly.