Working Smarter

Leadership: How to Get People to Do What You Want Because They Want to Do It

Posted by Joe Robinson

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YOU CAN LEAD a horse to water, but, as we all know, you can’t make them drink the stuff. Like animals, people also have minds of their own. Getting them to do what you want can be dicey. Compulsion and nagging can fail miserably on humans, but there is something that is highly persuasive: giving them a rationale for why they need to do what you want them to.

Research from the University of Rochester’s Edward Deci and Richard Ryan has shown that we are much more inclined to buy in to doing a task when we feel as if we are part of the process. Give an employee a reason for why something has to be done, and you sidestep the default resistance adults have to being told what to do and activate a key lever of employee engagement, choice.

AGENT OF ENGAGEMENT

Offering a rationale, instead of just telling someone what to do, plays to one of our core psychological needs: autonomy. We all have a strong need to feel that we are freely choosing things and not being forced and controlled, says Deci. How do leaders gratify that need when it’s the job of employees to do what others want? Through the agent of autonomy in the workplace, choice, in how the job is done—not what is done. We all have a job we have to do. How we do it is where we can build in choice, within limits, of course.

When you let someone know why he or she is being told to do something, it enables that person to feel autonomy by offering a sense of choice. Let them in on the purpose behind the action, and it makes them feel more a part of the team, more responsible, and a part of the decision to move forward. It’s a kind of jiu-jitsu that helps them feel they are doing the task because they want to.

Learn the 5 Keys to Engagement

That’s been the goal of leadership for a long time. As Dwight Eisenhower put it, “Leadership is the art of getting someone to do what you want because he wants to do it.” Now we have the science to tell us how and why this most potent of motivational systems works, whether on the job, at home, or anywhere you have to get folks to work with you. You let them satisfy core needs, they reciprocate.

The dynamic at the heart of autonomy and employee engagement is participation. Involvement gratifies two other core psychological needs—competence, or feeling effective, and connection with others. When all three needs have a chance to be expressed, people respond in a more participant way—taking initiative, more responsibility, going the extra mile willingly, which we know from the data on engaged employees can make them 28% more productive (Gallup).

SHIFTING LANGUAGE

Autonomy supportive leadership has been shown to increase trust, teamwork, and performance, Deci’s work and that of other psychology researchers show that, by turning loose the engines that motivate our deepest needs and drives, which come, not from external approval—the carrot-and-stick approach that runs counter to autonomy needs—but from goals such as excellence, craft, service, and learning, people are willing to do more, stick with it longer, and like what they’re doing more.

It’s a big shift from the command-and-control style of leadership we’ve all grown up with. For leaders, it requires a different language, less controlling, more informational. The idea is to forego the usual “have to,” “need to” phrasing and present tasks or issues in a way that allows others to play a role in the decision-making.

Getting a rationale for why something needs to be done allows the person to internalize the event, which creates a sense of importance and belief in the task. That holds true even if someone doesn’t want to do what he or she is being asked to do. When that is the case, letting someone express feelings about the task also results in a sense of autonomy through the act of expression, which makes the person more willing to do the task.

In this new world of leadership, the carrot and stick is supplied by the employee, enabled by the manager, just as Eisenhower observed decades ago. That is the definition of employee engagement—volitional extra effort, not because anyone demands it. We can’t command engagement, only enable someone else to unleash it with the proper tools, something our employee engagement training programs teach your team.

You can’t turn on the spigot of effort without filling up the tank with the juice—enfranchised people driving themselves with proactive involvement for goals that satisfy inner needs. Follow the trail of motivation blazed by Deci, Ryan, and their colleagues, and you discover there is a better way to engage employees through strategies that make everyone a driver of both their own, and your, bottom line.

If you would like more information about how our employee engagement training can supercharge motivation and effort in your organization, tap the button below for details.

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Tags: employee engagement training, employee engagement, work motivation, leadership

How to Stop Working the Hard Way

Posted by Joe Robinson

Sleeping_woman

Humans are prone to doing whatever takes the least effort—even though our brains want us to do the opposite and challenge ourselves. We are a little contradictory. The high brain wants the gratification of growth, while for the autopilot brain the default is to instant gratification and expending as little effort as possible. The TV remote may be the ultimate instrument for this impulse.

At the office, the “easy” reflex results in rote and last-minute behavior, along with the anemic productivity that comes with them. It’s why I usually hear from clients when overwhelm has peaked or work-life balance survey scores are underwater. 

HARDER THAN IT IS

It may seem like it’s easier to work on rote and avoid change, but it’s actually much harder, as clients learn in our work-life balance trainings. When we are stuck on reflex, that keeps us locked in habits that drive stress, slow us down, and make tasks more aggravating than they actually are.

Take interruptions, for example. Left unmanaged, they not only make it much harder to focus and finish the task you are on, but they also make anything you do seem more difficult than it is. They change the perception of the work to something harder. So which is easier? Managing interruptions or being managed by them?

It’s a no-brainer, as it is when it comes to letting devices call the shots or corralling them, so we are in charge. Do nothing and unbounded devices and messaging run amok, adding to workloads and disruptions that slow everyone down. Do out-of-control messaging and constant disruptions make the work easier or harder? Cut the volume of email and check it at set schedules, and you can reduce the amount of interruptions from 96 (checking every five minutes) to three or four times a day, the most productive checking schedules, report researchers at U. C. Irvine and Oklahoma State.

We can all free up hours of time to focus and get work done with a system that manages messaging. This makes changing how we work a lot easier than being bombarded by the anarchy of the status quo. But the law of least effort is seductive and most people today are also caught up in the autopilot of busy-ness, a condition that makes us think we can’t stop for a second, or it will be apocalypse now.

A HEALTHIER ROAD TO SUCCESS

Work-life balance is a process of stopping for a moment to find easier ways to work, of getting tools to carve out the space to live a quality life and take care of personal responsibilities and map out a healthier road to success. In our work-life balance programs we bring your team the best strategies vetted by the research to stop doing things the hard way and start doing things the smart way.

Bad work-life balance survey scores and crazy-busy workplaces rife with overwhelm are clues that things could be done a lot easier. If your team is drowning in meetings and teleconferences, that’s doing it the hard way. If deadlines are out of whack with reality, that’s doing it the hard way. If people are working in a way that drives stress and burnout, that is really doing it the hard way. Stress undermines intellect and drives irrational decisions.

A host of research and best practices tells us that we don’t have to do it the hard way. Instead, with the right self-management, boundaries, and effective norms, any team or organization can get work done faster, communicate more clearly, de-clutter brains, and help employees activate  lives off the job too. It all comes from avoiding the temptation to keep muddling through with the same-old, same-old.

Work-life balance training is about solving problems, taking inefficient habits and turning them into effective practices that create the space to think and manage demands and devices. It’s a collaboration in which we work together to identify the bottlenecks and pressure points that drive productivity and work-life south and get solutions that make work and life easier.

UNLEASHING EMPLOYEE ENGAGEMENT

I’m working with a client now on a post-work-life balance training sustainment program, two months of developing and practicing skills of sustainable performance. The managers of this global firm, with offices from Stuttgart to Hong Kong, Brazil, and the U.S, are super-enthused as we troubleshoot bottlenecks, set new norms, and make their days more effective. Each new practice they use to manage information or global time zones, or strengthen the work-family perimeter inspires more employee engagement—the very extra effort our species has an aversion to at the most basic level.

It turns out that effort isn’t a problem for people who are encouraged to participate and solve problems. In fact, we all are designed to be self-starters, to have a hand in writing our own script. Initiative and proactive behavior pay off core psychological needs, such as competence, autonomy, and connection with others as well as the quest our brain neurons have for novelty and challenge—the two key elements in long-term fulfillment 

So when it comes to working smarter with a work-life balance training, it’s a win-win-win-win. We improve work effectiveness, satisfy core needs, unleash the fulfilling powers of novelty and challenge, and inspire the discretionary effort that comes from employee engagement. And along the way, we make work, and life, a whole lot easier.

If you would like more information on our work-life balance training program, click the button below for details.

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Tags: employee engagement training, work-life balance trainings, overwhelm, information overload programs, employee development programs, work effectiveness, work life balance, work-life balance and productivity

The Link Between Vacations, Productivity, and Work-Life Balance

Posted by Joe Robinson

Beach guy.jpg

Humans are energy machines. We expend energy over the course of the workday and work year in our body and brains (which use up 20% of the body’s calories), and then we have to replace it, or fatigue sets in, stress and exhaustion build, and productivity plummets.

It’s a basic law of effort: Quality output requires quality input. It’s called work recovery in the scientific journals, and one of the best ways to get it is through the recuperative benefits of a vacation.

TIME OFF BOOSTS TIME ON

The annual vacation, which used to be a rite of summer for families in the 1960s and 1970s, has been shrinking ever since, with nearly two-thirds of Americans telling a Harris poll that they won’t be taking a vacation longer than a week. Numerous surveys show Americans giving back vacation days, 169 million days a year, according to a study conducted by Oxford Economics for the U.S. Travel Association.

There are many reasons for these trends—lean staffing, fear of layoffs, technology addiction, crisis mentality from an epidemic of false urgency and frenzy, and certainly ignorance about how our biology works, or doesn’t, when it can’t get the recovery it needs, from the cellular level to the blood glucose that gets spent in the course of staying disciplined and focused on the job. But executives shouldn’t cheer the extra days people spend on the job, since exhaustion doesn’t lead to effective work. Without recovery, employees fall prey to chronic stress, absenteeism, and burnout, the central feature of which is exhaustion.

ENGAGEMENT OR BURNOUT?

Exhaustion is the opposite of what every manager wants: employee engagement. When employees are engaged, they are 28% more productive, according to Gallup data. Engaged employees willingly put out extra “discretionary effort.” They are so committed to the work they do, they go the extra mile. Studies have shown that the key dimensions of engagement are involvement, efficacy, and energy. Engagement takes physical and mental energy, participation. That can’t happen when someone is exhausted and burned out.

The antithesis of engagement, say researchers, is burnout. Instead of energy, the key burnout dimension is exhaustion. Instead of involvement, you get cynicism, which is described as an active disengagement from others. You get depersonalized, demotivated. Not a recipe for interacting with colleagues and customers. And, of course, there's no efficacy when someone is weary and cynical. Instead, you have the opposite: ineffectualness.

Gallup found that only 29% of American workers are engaged. That means business leaves more than $300 billion on the table in lost discretionary effort. Add to that more than $400 billion that American business loses every year due to stress-related costs, according to U. C. Irvine stress researcher, Peter Schnall, and you begin to see that having a recovery strategy like vacations—and making sure your employees take them—is critical.

PERFORMING BETTER ON VACATIONS

The concept of the vacation was invented by companies back in the early part of the twentieth century as a productivity tool. They conducted fatigue studies and found that employees performed better after a respite. The same is true today. In one study by Alertness Solutions, reaction times went up 40% after a vacation.

Work demands build up strain and that causes a loss of energetic resources. That in turn, research by Stevan Hobfoll and Arie Shirom (“Conservation of Resources”) shows, increases stress. Time off helps build lost resources back up again. Hobfoll and Shirom called it “regathering.” They found that it takes two weeks of vacation to get the rucperative benefits to regather crashed emotional resources such as a sense of social support and mastery that go down when we’re burned out.

Vacations shut off the stressors and pressures of work. With the danger signal turned off, the stress response stops, and the body's parasympathetic system can get to work on reparative and maintenance functions. Through the process energy-drained cells get new sustenance. Vacations build positive mood, which crowds out negative experiences/thoughts and “undoes” the physical and mental effects of stress, as Barbara Fredrickson of the University of North Carolina has documented.

VACATIONS: THE TALENT INSURANCE POLICY

Since 40% of job turnover is due to stress, consider the vacation then, a proven stress buster, as an insurance policy against losing top talent and the high costs associated with replacing an employee. Some studies show that it can cost up to two times an annual salary to replace a valued salaried employee.

Charlotte Fritz and Sabine Sonnentag (2006) found that “health complaints and exhaustion significantly decreased during vacation,” and that there was a performance increase when employees got back to the job. Employees reported less effort needed to do their work.

LEADING THE WAY

Some companies are starting to put two and two together and are emphasizing vacations as a key component of productivity and workplace cultures that walk the talk on work-life balance. Highly successful inbound marketing firm Hubspot, based in Cambridge, Massachusetts, offers unlimited vacations to its employees and mandates they take at least two weeks of it.

Another major company, Evernote, also has an unlimited vacation policy. To make sure people take time off, Evernote pays employees $1000 to take at least a week of vacation. Go Daddy offers three weeks of vacation the first year on the job.

Many of the companies leading the charge to a new understanding about the role of recovery/vacations in productivity and work-life balance policies are technology companies. They are embracing a belief that in the knowledge economy, it’s not how maxed-out your gray matter is that leads to productive results, it’s how fresh your brain is. A focused, energized brain gets the most work done the fastest. Policies that keep minds in the red zone of chronic stress and see endurance as a measure of commitment undermine productivity and fly in the face of all the data. 

There is a word on the other side of the hyphen of “work-life” balance. The life side is essential to resupply the resources needed to get the work done well—and, is, after all, the point of all the work, isn’t it?

 

Tags: employee engagement training, wellness, productivity and stress, employee productivity, vacation, avoiding burnout, leisure and stress, increase productivity, productivity, employee engagement, work life balance programs, stress management, cost of stress, reducing stress, stress management programs, stress and vacations, vacations and productivity,

The 3 Engines of Employee Engagement

Posted by Joe Robinson

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FOR MOST OF the lifespan of the field of psychology, scientists focused on the dysfunctional, the haywire, and failings of the psyche, but a few decades ago some researchers said, Hey, enough already. What about the other side of the ledger? What makes things go right? If we know the answer to that question, there’s liable to be fewer of us on the fritz.

The positive psychology movement changed the one-track focus from doom and gloom and reactivity to the building blocks of well-being and effective functioning. A similar switching of lens happened in the work realm, as researchers began to investigate what led to flourishing employees, instead of burned-out ones.

Researchers Wilmar Schaufeli, Arnold Bakker, Marisa Salanova, and Vicente Gonzales-Roma set out to find a measurement for employee engagement by exploring the positive antithesis to burnout. The key markers of burnout—exhaustion and cynicism—it turned out, are the opposite of two of the three dimensions the scientists found that mark the state of engagement: vigor and dedication.

BURNOUT KILLERS

Flipping the emphasis relieves the rear-guard action of trying to prevent the negative (fatigue, pessimism). Instead, smart managers can go on the offensive by creating conditions that allow positive burnout killers to thrive. It’s the difference between waiting for the roof to fall in and making that roof invulnerable to sudden collapse.

Schaufeli and company defined engagement as a “positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption.” Absorption is the third element of engagement, which has a strong component of attention and focus.

The resulting high morale isn’t a momentary affair that can fade in a blink. Engagement is a broad and persistent engine that has staying power even amid setbacks.

Learn the 5 Keys to Engagement

Let’s take a look at the three main dimensions of engagement, how they operate as an antidote to burnout, and how they trigger the extra effort that can increase productivity by as much as 28%, according to Gallup.

1. VIGOR. It’s the veritable definition of an engaged and proactive person—someone who has not just the willingness, but the physical energy to go the extra mile, or, as it’s known in the trade, “discretionary effort.” The key element here is vitality, or energy available to the self, as the University of Rochester’s Richard Ryan has called it. When you have it, you have interest and aliveness, and feel the well-being that triggers positive affect, a magnetic force that can propel you and others beyond obstacles. You are willing to draw on that energy to go beyond the normal level of effort.

This is the polar opposite of the chief marker of burnout—exhaustion, mentally, physically, and emotionally. Someone with energy and vitality can’t be burned out because there are energetic resources to replace those that are used. Keeping the physical energy up, through strategies that help brains and bodies recharge on a regular basis, is an automatic hedge against fatigue and resource overload.

Getting regular exercise and enough sleep, 7 to 9 hours a night, is essential to refueling energy and, researchers are finding, cleaning out the toxic junk—beta-amyloids and tau—left over from the day’s mental workouts.

2. DEDICATION. This is the commitment piece of employee engagement. You want to do more because you are enthused about the organization, its mission, and your ability to make a contribution to the team and larger goal.

It’s the opposite of the cynicism that comes from burnout, which sees any self-initiative as futile and naïve. Burnout can’t coexist with the passion and loyalty of dedication.

The need to feel effective is critical to self-worth. Dedicated employees feel valued, because they have opportunities to contribute and make a difference. They feel a sense of significance, and as a result, derive meaning from what they do, and that intrinsic reward makes them want to do more.

Feeling effective counters another burnout characteristic, lack of efficacy. Employees who are committed to what they’re doing will keep at it, even if it’s challenging. They have internalized the importance of the product or service to the client or customers. As a result, they find satisfaction in handling difficult assignments.

3. ABSORPTION. When someone is engaged in their work, they are engrossed in it. Engagement brings another gear of concentration to the task, powered by intrinsic motivation, inherent interest in doing the task. The goal is not to get done with the work as soon as possible, but to do it in the best possible way.

Some researchers think that engagement is more about proactive attention than anything else. It’s a decision to immerse yourself in the task for its own sake, not for any external reward. The more attention you have on what you’re doing, the more you like it, remember it, and derive intrinsic pleasure from it, say researchers. 

Absorption is the definition of optimal experience, also known as flow. When your skills meet a challenge in the moment, there’s a sense of mastery, a loss of self-consciousness, and a clear focus, not to mention a sense of competence and autonomy, and that satisfies two core psychological needs.  

Detachment and withdrawal are hallmarks of burnout. There’s no detachment when you have full absorption in the task at hand, making it a bulwark against burnout behavior.

Burnout is extremely costly to organizations, from lost productivity, to absenteeism and medical bills. And it leaves nearly a third more performance on the table. Managers can inoculate themselves and their organizations against the downward spiral of chronic stress and burnout with the antidote of engagement, the vaccine of effort.

Our employee engagement programs can help you unleash the three engines of effort. If you would like information on our programs, click the button below for more details and rates.

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Tags: employee engagement programs, employee engagement training, employee engagement, work life balance programs, burnout, work stress

Attention and Employee Engagement

Posted by Joe Robinson

Focused team demonstrates employee engagement

With the growing advances in brain research, we’re getting a much better picture, literally, of when our command center works and when it doesn’t. Researchers say MRI scans of fatigued brains show so little activity, they look like they are sound asleep.

I’m sure you know that feeling around 4 p.m., when it seems like you’re swimming in molasses, and you have to expend twice the effort to get something accomplished that you need when you are fresh. The reality is that there is a limited period that the brain can stay focused without wandering or going into brownout mode. Researchers say 90-minutes to three hours of time and task, and the brain has to step back from task to reset.

The instinct to never pause and go to the mental wall may be admirable, but it’s not productive—and it’s one of the best ways to kill employee engagement. Studies show that engagement is not so much an attitude as a state of motivated attentiveness.

FULL ABSORPTION

One of the key hallmarks of engagement is absorption, full concentration in the moment. Pushing gray matter to the edge insures there won’t be much of that. Fried, overloaded brains are characterized by tension, inability to focus, slower processing, and an inability to handle complex tasks.

Even if dedication and commitment are there, engaged employees can’t deliver extra effort when mental resources are spent. Fatigue and exhaustion also undercut another key metric of engagement, the physical, energetic resources of vigor.

There is a fallacy in the knowledge economy that, because we are just sitting on our behinds, that the brain is a kind of unlimited well. We’re not being physically taxed, so the mind can just keep going. Brain scientists I’ve spoken with have told me that the brain goes down well before the body. That means, so does the chief productivity tool, attention, and the prospects for engagement.

FRACTURING FOCUS

Any organization that wants engaged employees has to have attentive employees, yet everything about the nature of work today undermines that—unbounded interruptions, information overload, social media intrusions. It’s not how much volume we can cram into our heads, but how we manage demands that leads to the focus necessary for engaged performance. Yet few organizations have tied shrinking attention to engagementm si more and more intrusions pour in.

It’s often thought that engagement can be measured by the amount of commitment to the organization, but that’s not enough to drive engagement, which is a function of the specific effort an employee brings to the task. As Alan Saks at the Rotman School of Management at the University of Toronto put it in one study, “Engagement has to do with how individuals employ themselves in the performance of their job,” not attachment to the organization.

It’s great when people are dedicated to the cause, but, if they have the attention span of a gnat, there won’t be much in the way of engagement. Disengagement is more like it, and, in fact, that is the trend these days as attention spans shrink, thanks to nonstop interruptions and information overload.

Leaders need to be alert for the signs of disengagement—withdrawal, absenteeism, personal conflicts, falling behind schedule, burnout—when attention vanishes in the face of excessive demands without compensating latitude or choice. Researchers say that burnout is a marker for the opposite of engagement’s dedication, absorption and vigor. Instead, there is estrangement from the goals of the organization and a downward spiral of physical, mental, and emotional exhaustion, cynicism, and futility.

THE OPPOSITE OF BURNOUT: ENGAGEMENT

That leads to the logic that less burnout can promote more attentive employees who have the potential to be engaged. What areas do organizations have to adjust to reduce the burnout track and promote more focus? Saks points to research from burnout scholar Christina Maslach and associates. “Job engagement is associated with a sustainable workload, feelings of choice and control, appropriate recognition and reward, a supportive work community, fairness and justice, and meaningful and valued work.”

People who have a sustainable workload are naturally going to be able to bring more focus to the task than if they have depleted their coping resources. Choice and control keep stress away, which prevents the brain from having focus constricted to the narrow fixation of a perceived false crisis. Recognition and supportive work means that attention is appreciated and nurtured, while fairness and meaningful work internalize the importance of doing quality, attentive work.

So much of the way we work today is simply autopilot, reflexively responding to the demands without managing them. The research shows that engagement, and productivity, are not the result of brain drain, of cognitive feats of endurance, but the opposite, promoting behaviors and policies that allow minds to find the space to focus.

That’s hard to engineer when most people are in a state of triage all day. Yet there are other choices than triage, other approaches to the way we do our work that are actually based on the evidence of what has been proven to be productive. From no-interruption zones to email management to the power of full-absorption goals, there are a wealth of tools that can bring about the gains in commitment, attention, and motivation that prime the pump for engagement.

This is where development programs can make a big difference, providing a path out of reflex mode to practices that are the most engaging and productive. If you are interested in increasing the attention, engagement, and productivity of your employees, click on the button below for more details.

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Tags: increasing productivity, work life balance programs, employee engagement, employee engagement programs, information overload, employee engagement speakers, employee engagement training, employee engagement programsburnout

Employee Engagement: The Secret of Involvement

Posted by Joe Robinson

Employee engagement delivers attentive troops

IF THERE'S A SECRET to the universe that's not generally known, it's that the magic in work and life comes, not from being a spectator, but from being a participant. You'd never know it, of course, given how much time we spend staring at digital screens.

The consensus of behavioral scientists is that humans are designed for action. The two key elements for long-term fulfillment are novelty and challenge. No wonder, the average state of someone watching TV is a mild depression, as research from Mihaly Csikszentmihalyi has found—especially given what’s on TV, Dog the Bounty Hunter, Worst Tattoos. Depression is more than a natural reaction to superb fare like this.

Nobody wants to sit at the office and watch others participate or be a cog in a wheel. Everyone wants to feel like they can use their talents to achieve results, be effective, and have a sense of contribution. We were not born to sit on the bench. Our brain neurons are designed for us to be in the game and contributing. When we participate, we satisfy core psychological needs crucial for gratification. Lack of involvement fuels boredom, cynicism, and learned helplessness. 

INVOLVEMENT INCREASES PROFITS

Management studies testify to the importance of employee involvement. USC’s Edward Lawler studied the performance of a number of large firms and measured them on various financial indicators—from sales and equity to assets and stockholder investment. He found that companies that invested in employee involvement had a return on investment of 19.1%, higher than any other metric. Greater employee involvement also increased job satisfaction and work-life effectiveness.

Lawler wrote that, “Employee Involvement, if well implemented, changes the fundamental relationship between individuals and the organization they work for. It really builds [employees] in as a business partner, so they know more and they do more to make the organization successful, particularly in industries where the human component is important—most knowledge work, high-tech, and many kinds of service industries."

When people participate, they feel a part of the process and team. They feel trusted and valued, which are key to employee engagement, which is another way of saying employee involvement. With a vested interest and more self-initiative, the effort level increases and along with it performance. Data from Gallup, which has been tracking engagement metrics meticulously for a number of years, shows that engagement can result in employees being  28% more productive. 

LEAVING MONEY ON THE TABLE

Yet few organizations encourage employee involvement or engagement. Lawler estimates that only 12% of employees are highly involved in their work. The command-and-control style of management still predominates when the research shows the opposite, that collaboration, self-responsibility, and self-initiative are much more effective at generating employee engagement.

Over the last two decades scientists have discovered that the most potent motivation is not fear, external payoff, or even bonuses, but something completely different, intrinsic motivation. That comes from within, as does the discretionary effort of engagement. Intrinsic motivation can’t be commanded; it can only be enabled and encouraged through involvement and internal goals such as excellence, service, challenge, learning, or inherent interest.

EFFORT DRIVES SATISFACTION 

Researchers Judith Harackiewicz and Andrew Elliot found that intrinsically motivated employees are continuously interested in the work that they’re doing. When employees feel they have a stake in the process and can make contributions, they are self-motivated, self-managed, self-propelled. That satisfies core needs such as autonomy, feeling that you are not being forced and controlled, and competence, a sense that you can be effective. Satisfaction is not something that comes from doing something easy. It’s the result of effort. Participation sets up a cycle of effort followed by the internal payoff of satisfaction.

How can managers unlock the power of intrinsic motivation and create more employee involvement and engagement? The answer lies in promoting more self-responsibility and self-assessment, including employees in on decisions, and providing feedback that satisfies the competence need. It’s not “great job,” but “I love how you did that project,” which plays to their effectiveness.

Allowing for more choice in how people do their work invites more involvement. We all have a job we have to do, but how we do it can tap the autonomy need as it creates a feeling of competence for doing tasks or projects in a smarter way.

MULTIPLY PROBLEM-SOLVERS

Managers don’t give up final decision-making power. They simply spread the wealth around to bring in contributions across the company that can help create better outcomes. How much better off, nimbler, and quicker, is a company with a highly skilled roster of people at all positions capable of making decisions, instead of having everything left to a handful of overstretched executives?

Every company’s main resource is its people. Unleashing them to participate to the fullest degree is the best long-term strategy for increasing productivity, sales, innovation, and retention. Otherwise, there’s a lot of money and effort left on the table. Gallup estimates American businesses drop $300 billion a year in lost productivity due to unengaged personnel.

If you would like to activate the untapped power of an engaged staff, click the button below for rates and details on our engagement programs. 

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Tags: increase productivity, work life balance programs, employee engagement, employee engagement programs, employee productivity, employee involvement, employee engagement training

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