"There's a mismatch between what science knows and business does," Dan Pink persuasively asserted as he made his case at TED for re-examining the use of contingent motivators. His TED talk hit my “sweet spot” in terms of professional concerns more than any other. The evidence from experimental tasks using little more than a candle and a box of tacks is compelling. Extrinsic rewards work well with simple tasks and narrow focus. Beyond a certain point, greater incentives actually lead to worse performance.
The most urgent agendas of the 21st century will be repeatedly undermined if we think we can motivate by incrementally increasing promised rewards for those who tackle them. “If, then, rewards don’t work! It makes me crazy!” Pink exclaimed. Yet we persist in trying to motivate our top talent in business today in ways that seem merely to increase stress and kill passion.
The failure of Encarta, Microsoft’s attempt to launch a virtual encyclopedia, contrasted with the massively expanding phenomenon of Wikipedia, is but one example Pink used to document his case beyond the behavioral experiments. “The building blocks for an entirely new operating system for our economy are: (1)autonomy; (2) mastery; and (3) purpose, “ Dan continued.
I resonate deeply with these principles. From the outside looking in on more than one corporate R&D function, it seems nearly impossible to find ways to free highly talented, once passionate scientists and engineers, from “processes on steroids”. I just completed writing a paper on "Gaining Employee Committment in Tough Times, Performance and Potential in R&D Today". Now that I think about it, in the afterglow of TED, we are positioning some practices with clients that are well aligned with what I heard Dan saying from the TED stage.
"Science knows what our heart confirms." No wonder I thought this was one of the best talks of the week.
Wednesday, July 29, 2009
Monday, July 27, 2009
Learning with Constrast and Differences - TEDGlobal 2009
The TEDGlobal 2009 Conference which concluded Friday afternoon in Oxford was unquestionably THE most stimulating and engaging professional conference I have ever been privileged to experience. Most notable to me was the diversity of talent, stories, projects, people, from all over the world. Immediate affirmation was everywhere of the power of contrast and differences to stimulate learning and deepen global understanding. I was working at spanning and bridging ideas in my mind all week long! Exhausting! And wonderful…
Orphaned hip hop artist, Emmanuel Jal's story of surviving the Sudanese civil wars celebrated in exploding rhythms the difference just one person can make, i.e. Emma McCune, the aid worker who rescued him (and has subsequently died – details were not able to be shared). V.K. Madhavan, the Executive Director, Central Himalayan Rural Action Group, a group specializing in rural agricultural development is also a TED Fellow. In a soft-spoken way, each time I spoke with Madhavan during the week, he conveyed his dedication to empowering women who work in agriculture in rural India. With just a few comments, his passion and commitment were not only evident but inspiring!
The stage was occupied (never more than 18 minutes) by the prominent ( e.g. Gordon Brown, Prime Minister of Britain) and the not so well-known or even obscure ( Jason Soll, a student at Claremont McKenna College who “flourished” cards for 3 minutes while energizing all of us with how learning can flourish). Michael Naylor, Director, Canopy Capital, London and a fellow participant, spoke with me as we walked to Oxford’s Natural History Museum to view the movie, "Home" . Each time we subsequently met during the course of the week, I realized a new depth of concern and care for the intricate systems of the planet we inhabit.
Many TED talks are available on-line - more in time from Global2009 Conference, most from previous conferences. IF you want to keep your mind alert and your learning at the edge, I strongly encourage viewing a TED talk from time to time. It only takes 18 minutes OR LESS.
Orphaned hip hop artist, Emmanuel Jal's story of surviving the Sudanese civil wars celebrated in exploding rhythms the difference just one person can make, i.e. Emma McCune, the aid worker who rescued him (and has subsequently died – details were not able to be shared). V.K. Madhavan, the Executive Director, Central Himalayan Rural Action Group, a group specializing in rural agricultural development is also a TED Fellow. In a soft-spoken way, each time I spoke with Madhavan during the week, he conveyed his dedication to empowering women who work in agriculture in rural India. With just a few comments, his passion and commitment were not only evident but inspiring!
The stage was occupied (never more than 18 minutes) by the prominent ( e.g. Gordon Brown, Prime Minister of Britain) and the not so well-known or even obscure ( Jason Soll, a student at Claremont McKenna College who “flourished” cards for 3 minutes while energizing all of us with how learning can flourish). Michael Naylor, Director, Canopy Capital, London and a fellow participant, spoke with me as we walked to Oxford’s Natural History Museum to view the movie, "Home" . Each time we subsequently met during the course of the week, I realized a new depth of concern and care for the intricate systems of the planet we inhabit.
Many TED talks are available on-line - more in time from Global2009 Conference, most from previous conferences. IF you want to keep your mind alert and your learning at the edge, I strongly encourage viewing a TED talk from time to time. It only takes 18 minutes OR LESS.
Monday, July 20, 2009
The Substance of Things Not Seen
I am at Oxford University today for the launch of the TEDGlobal 2009 Conference. There is a palpable energy permeating the quad of Keble College this morning as momentum is building for what I anticipate is going to be an extraordinary week of conversation, learning, new relationships, and more.
The theme of the conference, "The Substance of Things Not Seen," draws me to a realm of experience I have always been aware of and has been an important part of my life's work. Just a few weeks ago a Sr. R&D Leader spoke to her organization in the aftermath of yet another down-sizing and re-organization. She stated in a demeanor that was congruent with her words: "I believe our character, convictions, and the culture of this organization will have much more to do with our success than our structure or processes." She knows something of the "substance of things not seen" as she went on to discuss with the employees gathered the importance of qualitative as well as quantitative assessment. I talked with some of the technical professionals that work for her afterwards. They were inspired!
ROII (Return on Investment in Interactions) is a new way to think about value. "Productivity in a Networked Era: Not Your Father's ROI." an article in the current issue of Chief Learning Officer magazine, makes a compelling argument for "value creation migrating from what we can see (physical assets) to intangibles (ideas). Look at Google and Cisco." Participating in TED this week represents for me the quintessential challenge of finding value in expanding global networks, both real and virtual.
Speaking of fathers, last week before departing for TED I spent an evening with my 85 year old father at our family's cabin in Northern Minnesota. In the midst of our reminiscing and talking about the end of life (my mom died a year ago), my Dad commented about "the most well-documented description of heaven" he had ever read - a book he wants to share with my father- and mother-in-law who are also facing the end of life. Here is a curious but deeply felt reference to his connection to the "substance of things not seen". Scriptural allusions to this topic are many and remain prominent in the lives of those who have influenced me.
I bring my awareness of all this and more to my dialogue and exploration of this week. There is no question in my kind that the difference between value and success lies in a domain that is often intangible and frequently cannot be seen.
The theme of the conference, "The Substance of Things Not Seen," draws me to a realm of experience I have always been aware of and has been an important part of my life's work. Just a few weeks ago a Sr. R&D Leader spoke to her organization in the aftermath of yet another down-sizing and re-organization. She stated in a demeanor that was congruent with her words: "I believe our character, convictions, and the culture of this organization will have much more to do with our success than our structure or processes." She knows something of the "substance of things not seen" as she went on to discuss with the employees gathered the importance of qualitative as well as quantitative assessment. I talked with some of the technical professionals that work for her afterwards. They were inspired!
ROII (Return on Investment in Interactions) is a new way to think about value. "Productivity in a Networked Era: Not Your Father's ROI." an article in the current issue of Chief Learning Officer magazine, makes a compelling argument for "value creation migrating from what we can see (physical assets) to intangibles (ideas). Look at Google and Cisco." Participating in TED this week represents for me the quintessential challenge of finding value in expanding global networks, both real and virtual.
Speaking of fathers, last week before departing for TED I spent an evening with my 85 year old father at our family's cabin in Northern Minnesota. In the midst of our reminiscing and talking about the end of life (my mom died a year ago), my Dad commented about "the most well-documented description of heaven" he had ever read - a book he wants to share with my father- and mother-in-law who are also facing the end of life. Here is a curious but deeply felt reference to his connection to the "substance of things not seen". Scriptural allusions to this topic are many and remain prominent in the lives of those who have influenced me.
I bring my awareness of all this and more to my dialogue and exploration of this week. There is no question in my kind that the difference between value and success lies in a domain that is often intangible and frequently cannot be seen.
Sunday, July 19, 2009
Thomas Edison Re-Considered
Managers motivate. Leaders inspire. One without the other is incomplete when striving for sustainable performance. AND, no matter how powerful or forceful one might be, a leader cannot force you to commit nor compel you to create.
When times are tough, the need for the spirit to be sustained and nurtured does not vanish. Both “perspire” and “inspire” as well as “expire” for that matter are rooted in the Latin “spiritus” which means “to breathe in new life, to animate or energize”. Innovation requires inspiration as well as perspiration!
The earnest manager sometimes cites Thomas Edison when it comes to working harder. “Success is 10% inspiration and 90% perspiration.” Edison’s statement describes what is required to move a creative idea forward to an invention, and then perhaps an innovation, where real socio-economic value has been established. He is not addressing what is required to invite and sustain a creative work environment which is animated and inspired, even when times are tough. People who are managed by others need more than admonitions to do more, faster, with less.
When times are tough, the need for the spirit to be sustained and nurtured does not vanish. Both “perspire” and “inspire” as well as “expire” for that matter are rooted in the Latin “spiritus” which means “to breathe in new life, to animate or energize”. Innovation requires inspiration as well as perspiration!
The earnest manager sometimes cites Thomas Edison when it comes to working harder. “Success is 10% inspiration and 90% perspiration.” Edison’s statement describes what is required to move a creative idea forward to an invention, and then perhaps an innovation, where real socio-economic value has been established. He is not addressing what is required to invite and sustain a creative work environment which is animated and inspired, even when times are tough. People who are managed by others need more than admonitions to do more, faster, with less.
Wednesday, July 08, 2009
Leaders Inspire by the Way They Inquire
" 'Search' has made us all drive-by scholars," writes Gregory Rodriguez last week in his column in the Los Angeles Times entitled, "Answers Can Be Found in Questions" . He addresses the fundamental value of inquiry, a skill that is waining in our society, as he points out.
He cites a newly published book by Andrea Batista Schlesinger entitled, The Death of "Why?", The Decline of Questioning and the Future of Democracy. Batista Schlesinger writes: "The way we interact with information reveals the priority we place on trivia over investigation, consumption over explanation, speed over reflection..."
Coincidentally, just this week I finished writing a paper with my colleagues that addresses the value of skilled inquiry when seeking to engage employees in tough times. We look at some of the "political" issues related to how the questions of performance and potential are framed in R&D organizations. We review four ways our clients have validated success with skillful inquiry:(1) listening posts; (2) cascading conversations; (3) skip-level meetings; and (4) barrier-busting by managers.
In our experience the "political" nature of any inquiry about performance and potential in the R&D space, both organizational and individual, will either deepen employee commitment through this economic downturn or perpetuate more cynicism and distrust.
As Rodriguez' column highlights, the value and power of inquiry is being compromised with consequences we may not realize in the immediacy of our "search".
Leaders inspire by the way they inquire!
He cites a newly published book by Andrea Batista Schlesinger entitled, The Death of "Why?", The Decline of Questioning and the Future of Democracy. Batista Schlesinger writes: "The way we interact with information reveals the priority we place on trivia over investigation, consumption over explanation, speed over reflection..."
Coincidentally, just this week I finished writing a paper with my colleagues that addresses the value of skilled inquiry when seeking to engage employees in tough times. We look at some of the "political" issues related to how the questions of performance and potential are framed in R&D organizations. We review four ways our clients have validated success with skillful inquiry:(1) listening posts; (2) cascading conversations; (3) skip-level meetings; and (4) barrier-busting by managers.
In our experience the "political" nature of any inquiry about performance and potential in the R&D space, both organizational and individual, will either deepen employee commitment through this economic downturn or perpetuate more cynicism and distrust.
As Rodriguez' column highlights, the value and power of inquiry is being compromised with consequences we may not realize in the immediacy of our "search".
Leaders inspire by the way they inquire!
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