Quality of life at Cyprus WhatsApp Number List (QVT) is essential. Nobody wants to go and work in a company that would offer a daily remake of Chaplin’s film “modern times”. In this regard, we at ISLEAN were very proud to be certified “Happy at Work” in 2017. However, I do not believe that the aim of the company is, in itself, to make its employees happy, but I believe that they are happy if the principles of the organization are sound, and that no business can be lastingly successful if they are unhappy. The invention of the Chief Happiness Officer and other gadgets to tackle recipes for joie de vivre in the workplace does not solve anything.
Let’s get it right: for the business to function properly, it is certainly necessary to organize the “living together” to use fashionable terminology. For people to appreciate their work, a relational quality between colleagues is certainly important. And if the business is a place of terror, or sinister alienation, it will be difficult to get the best out of the team, and ultimately to perform. But the most important thing, for an employee to get up in the morning happy to go to work, is that he is motivated by his work. Nice tautology, you might say, but what are the keys to motivation?
Motivation: a story of carrot and stick
It has been a long time since psychological studies have shown the power of “intrinsic motivation” as opposed to “extrinsic motivation”. In other words, when an inner force, linked to our morals or our personal desires, pushes us, we go much further than when it is an external stimulus, whether it is a reward (bonus) or a punishment. (fine) especially when these are financial. Reward mechanisms can sometimes be relevant, but they very often generate behavioral biases, and often lead, for the organization which uses them, to the opposite effect to that expected. The best-known experiment, and often repeated, is that of fining parents who are late in school.
Whenever such action has been taken, the number of delays has always increased! Indeed, by giving an ultimately modest financial value to the delay, we had broken for many parents the intrinsic moral lock which pushed them to do everything to arrive on time. An excellent synthesis of all these studies can be found in Maya Beauvallet’s book, “Absurd Strategies”. So what can the company do to best motivate its employees? This is where Daniel Pink comes in, with his book “The Truth About Motivation” published in 2011. Journalist, management consultant, former collaborator of Al Gore, Dan Pink has long been interested in the notion of motivation.
The 3 keys to motivation according
His interventions on TED are among the most viewed. And the 3 components of motivation that he reveals in his book come into perfect resonance with our convictions, our observations and our practices at ISLEAN. To flourish in his work, the employee must have a great deal of autonomy in the choice of the means to achieve the general objectives that his company expects from him. However, many management systems are not only concerned with setting the results objectives, but also controlling the means that employees must implement. And no one likes to unroll a sheet music written by another.
When I started out in consulting, we called it the “forward imbalance”: a task difficult enough for there to be a challenge, but nevertheless compatible with the skills. This implies: clear objectives, compatible with the competencies, with the right amount of imbalance to progress, and rapid feedback indicating the paths of progress. It is about giving meaning to action, a goal that goes beyond the individual. It is the famous allegory of the two stonemasons in the Middle Ages. ” What are you doing ? We ask them, while they both visibly perform the same gestures. “I break stones” answers the first. “I am building a cathedral” answers the second. Which is the more motivated of the two?