A few posts ago I wrote about an infographic from copyblogger that listed 20 ways to find inspiration for your next blog post when you don’t have a clue what to write. I don’t ordinarily publish a blog late on a Saturday night. But I’d like to add a 21st idea that I’ll reveal momentarily.

The weather has been gorgeous in New York and those of us who live here have heaved a sigh of relief that we had such a mild winter compared to last year’s piles of snow and freezing temperatures. I took a long walk and when I entered my apartment lobby I was enchanted by the vase of flowers — they are changed every week. I took out my iPhone and snapped a photo. Of course, if I lived in the ‘burbs the image would be of a flower bed in my back yard. But this bouquet is inspiration enough for me.

So tip number 21: blog about something that makes you happy.

Nurture employees social networks

When the prestigious Harvard Business Review devotes most of an issue to happiness, you know that happiness is a serious topic. The magazine cover is entitled “The Value of Happiness: How Employee Well-Being Drives Profits.”

I particularly enjoyed the interview of Harvard psychology professor Daniel Gilbert in an article entitled The Science Behind the Smile. He’s the author of the international best seller Stumbling on Happiness. The study of happiness has devolved into a science whereby you can measure a person’s happiness at a moment in time. Science is in. Intuition about someone’s happiness is out.

What Makes Employees Happy?

Dr. Gilbert is quite clear about what makes employees happy. He says that people are happiest when they are appropriately challenged, “when they’re trying to achieve goals that are difficult but not out of reach.” He adds, “Challenge and threat are not the same thing. People blossom when challenged and wither when threatened.”

It’s getting close to the end of the year, and a time when many of us reassess what we’ve accomplished in the past almost 12 months. If you’re like me, you wonder where the time went and why you didn’t overcome the obstacles that got in the way of doing what you wanted to.

As usual, a TED talk provided me with answers and inspiration for pushing beyond my limits in the new year.

When she was 19, Amy Purdy lost both her legs below the knee. And now she’s a pro snowboarder. In her powerful talk, she explains how she took a devastating, life altering experience and used her imagination to push through the obstacles to create rich and fulfilling life.

Her first artificial legs were bulky and  painful. She decided there had to be a better way, so with help from a friend, she designed new legs that would allow her to return to snowboarding and win gold medals. Of importance, she took the design for these new legs to Africa and helped fit many young people there.

Here is Amy’s inspiring talk.

Related articles

• Losing her legs didn’t stop Amy Purdy from being a champion (sports.nationalpost.com)

Do you ever wonder if all the work you’re putting in is making a difference? I know I do. We envy the “stars” in our professions. But they got to where they are with a succession of small wins that add up to major progress and their huge success.

In her book, The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work, co-author and Harvard professor Teresa Amabile describes how even small, incremental wins can have a major positive influence on what she terms an employee’s “inner work life.”

Finding Meaningful Work

Perceptions, emotions and motivations influence inner work life, but the single most important factor “is simply making progress on work they find meaningful.” Even the most trivial wins can affect performance. On the flip side, a trivial negative experience can have two to three times the impact as a positive experience.

Amabile says that when individuals focus on work that is most meaningful to them it will also benefit the organization. Keeping track of our small wins will motivate us to continue making progress.

Managers Can Be Catalysts

In this video, she describes how a manager can be the catalyst for improving the inner work lives of employees and their positive performance by:

• Giving employees clear goals in their work so they understand why it is important
• Allowing them autonomy to reach their goals
• Giving them the sufficient resources to get the work done
• Helping them to access the materials they need
• Clearing away the obstacles
• Treating employees as human beings, respected and recognized for their value in the organization

While these tips may be self-evident, it is amazing that so many organizations don’t do them. My personal view is that one of the biggest obstacles to success is an employee not knowing what’s expected of him. What is my job? Another one is giving someone the responsibility, but not the authority, to do her job. “OK, bring that product to market. By the way, I have to approve every penny you spend.” Sound familiar?

Here is more of what Amabile had to say.

As a New Yorker, I am feeling sad and subdued today, the 10th anniversary of a “day that will live in infamy,” to quote President Franklin D. Roosevelt, another New Yorker.

This is the question I still get after 10 years:

Where Were You on 9/11?

Image by Vincent Desjardins via Flickr

In my office, at Citigate, the PR agency where I held my last job working for an organization before hanging out my own shingle again. As an agency, we had a large TV monitor hanging from a wall to keep up with the news.

I remember someone calling out, “Come take a look — a plane just crashed into the World Trade Center!”

I immediately called my husband to turn on the TV, just before we lost all phone service, which was down for days afterward. We stood glued to the TV, watching the unimaginable happen before our eyes. A young woman in our office lost her 26-year-old husband in the conflagration.

I had a lunch date with a former client, who was flying in from Toronto. She had left me a voice message that she had landed at LaGuardia Airport and was in a taxi on the way to Manhattan. She never made it. She later told me she could see the smoke from the burning towers. Bridges and tunnels were closed, so her taxi was turned away. She went back to the airport, and, as all flights had been cancelled, she tried unsuccessfully to find a room at an airport hotel.

She still had her taxi, now a very valuable asset, and a young man approached her. Would she drive him to Long Island? She did, registered at a motel around the corner, and spent the afternoon in front of the TV with his wife and two young children. It didn’t seem bizarre. In those dark days, lifetime friendships were forged with strangers. We became part of an extended family of survivors — those who personally lived through the experience.

For three days she holed up at her motel, watching TV and eating meals with her new friends. Finally, she found a limo driver who agreed to drive her clear across New York State — a 12-hour trip — to Buffalo. Her husband drove from Toronto to pick her up. Later I learned that three of my office colleagues, stranded in Los Angeles, had rented a car and drove across the country back to New York.

Dear friends, who lived in my building, put together an impromptu dinner for everyone who was around. We ate and watched more TV with replays of the horror of the buildings collapsing and people jumping from the World Trade Center rooftops rather than die in the flames. Our friends had visitors from Florida who drove their car back to Florida and then sold it for them. True story. It took months for life to return to the new normal. The new normal is life after 9/11 because life changed forever after that dreadful day.

Where Are We After 9/11?

The world is a changed place. Iraq. Afghanistan, an African-American President. But, most of all, the rise of social networks has revolutionized our lives — and was the catalyst for the Middle East uprisings that gave new hope to the oppressed as they fought for their freedom and better lives.

Social media has enabled people to communicate with each other, build relationships and forge communities with common goals. Think of these developments since 9/11:

LinkedIn — founded in 2003: 120 million members

Facebook — founded in 2004: 750 million members

Twitter — founded in 2006: 200 million members

There are 156 million blogs — 156 million! Everyone is a communicator and amateur journalist now. How wonderful.

A global village

I haven’t tuned in to watch any of the 9/11 commemorative ceremonies. After 10 years, it’s still too painful to watch. Instead, I’m at my computer, engaging with my families on social media. That’s what we are –  families that include friends from around the globe. Mine include Susan from Australia and Catarina from Sweden. We’re in touch regularly. I feel that I know them personally.

We’re all connected. This one big global family that will hopefully build a better world.

It’s Independence Day today in the U.S. where I live. It’s one of the only holidays that is still celebrated on the actual date, July 4th, that we declared our independence from Britain.

I attended the annual New York Philharmonic concert over the weekend where the British conductor Bromwell Tovey joked that he was very sorry about his country’s role that led to Declaration of Independence and the eventual founding of my country. The United States Marine Drum & Bugle Corps played alongside the orchestra and the concert ended in the rousing John Phillips Sousa march, “The Stars and Stripes.” What a grand finale!

A Story Well Told

I hadn’t read the Declaration of Independence in a long time, so I just went online to re-read it. With the advent of the Internet and computers, are school children still required to memorize these indelible lines?

“We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty and the pursuit of Happiness.”

Declaration of Independence

That sentence begins the second paragraph but it is probably the most famous line in that sacred document, laying the foundation of our democracy.

The Declaration is written in the florid style of the day, but there is no mistaking the meaning of these famous words, written with palpable intensity:

“We, therefore, the Representatives of the united States of America, in General Congress, Assembled, appealing to the Supreme Judge of the world for the rectitude of our intentions, do, in the Name, and by Authority of the good People of these Colonies, solemnly publish and declare, That these United Colonies are, and of Right ought to be Free and Independent States … with a firm reliance on the protection of divine Providence, we mutually pledge to each other our Lives, our Fortunes and our sacred Honor.”

I love the last line, “… we pledge our sacred honor.” It’s hard to imagine a business executive or government official today writing with such heartfelt feeling.

There is no time in a frenzied world to luxuriate in the written word — to read something for its brilliance or compassion. I’m glad I read the Declaration of Independence again. The words will live in eternity.

 

Paul Marciano

[tweetmeme]Despite all the research that confirms traditional reward and recognition programs decrease employee motivation and productivity, organizations persist in their use. Why? Perhaps because they seem to make sense taken at face value. I mean, who would think that “Employee of the Month” programs actually destroy employ morale and teamwork – but they do!

Perhaps these programs persist because people just don’t know any better. Here are 10 reasons why you and your organization should STOP using these programs to try and motivate employees because they are a huge waste of time and money.

 
1. Programs fail because they are programs. Reward and recognition programs fail for the same reason that diets fail — because they are programs! Programs don’t fundamentally change employees’ beliefs or commitment to their job.  They simply change their behavior during the course of the program. Employees are motivated to work toward the goal only as long as the program continues.

 

2. Rewards are not necessarily what employees want. The most basic assumption of reward and recognition programs is that the “donkey” wants the “carrot.” I live on a farm with donkeys. This may surprise you, but not all donkeys like carrots. Organizations always assume they know what employees will find desirable. In truth, many rewards are not the least enticing and some even downright undesirable.

 

3. Goals can limit performance. Setting goals should be viewed as stepping-stones and opportunities to celebrate accomplishments, not as finish lines. In the words of Mike Krzyzewski, Duke University’s men’s basketball coach, “I never have a goal that involves number of wins — never. It would just tend to limit our potential.”

 

4. Programs foster cheating. Cheating or deception of some form tends to occur in most programs. Examples range from the fairly benign to the illegal. These include expediting or delaying orders or expenses, withholding information or providing misleading information, taking shortcuts, stealing customers, or in some other way attempting to make the employee or team look better than the competition — also known as co-workers. Programs with high-value rewards and few winners are most likely to turn employees into cheaters.

 

5. Programs destroy teamwork. Obviously, cheating destroys teamwork but other factors contribute to team dysfunction. Within any team there are employees with different skill levels, commitment to the organization, and those with the inability to devote additional effort outside of normal business hours because of family and other responsibilities. Invariably, “pulling the load” frustrates the hardworking, motivated employee. In the end, win or lose, the employees who were the most motivated will feel the most cheated.

 

6. Programs reduce creativity and risk taking. Employees are risk-averse when it comes to competing for a reward. They don’t want to risk losing and looking bad because they tried some new, clever approach that failed. Traditional reward and recognition programs reinforce “doing it by the book” — not experimentation. Such programs actually discourage innovation, creativity, and risk taking — the very behaviors that improve organizations. People may work harder but they will not work smarter.

 

7. Reward programs devalue work. Reward and recognition programs actually diminish the perceived value of the work to be done. Psychologically, employees are doing the work not because it is important but because they can benefit from it materially. The more employees value a task, the more motivated they will be to perform it well.

 

8. Wrong behaviors are rewarded. Frequently, reward and recognition programs reinforce the wrong behaviors. For example, organizational leaders may speak of the importance of teamwork but then create programs that recognize and reinforce individual performance. This may well result in rewarding the individual who is the worst team player. Is your company accidentally reinforcing behaviors that run counter to the values of your organization?

 

9. Programs have no impact on workplace culture. Reward and recognition programs will never lead to long-term, sustainable changes in behavior because they have no impact on organizational culture. Culture drives behavior and behavior reinforces culture. Highly effective organizations have a culture where people work hard and achieve – and this behavior is not the result of any program.

 

10. Reward programs decrease overall motivation. Ironically, these programs reward the top performers in the organization and reinforce how unappreciated the poor performers feel. How much more motivated and productive can the best employees be? It’s like the student who asks, “Dr. Marciano, I got a 98 on my exam, can you help me get 100?”

The employees who increased their efforts and were not recognized will be demoralized and adopt the attitude, “Why should I bother working harder if I don’t get anything for it?” The additional effort of these employees actually dips below what it was before the program.

It may be difficult for managers to accept but it’s the truth; traditional reward and recognition programs that seek to motivate employees actually do more harm than good.

So, you may be asking yourself: “If I don’t motivate employees through traditional programs, then how can I improve productivity?” The answer is – you’re asking the wrong question. Maximizing the productivity of your workforce has nothing to do with motivating them – it has to do with building a culture of RESPECT that leads to engagement.

Engaged employees are committed, loyal and dedicated, and will deliver high levels of discretionary effort without the promise of carrots or threats of the stick. Employees experience respect when leaders engage in the following behaviors.

Recognition: Acknowledging employees’ contributions on a daily basis

Empowerment: Providing employees with the tools, resources, training, and information they need to be successful

Supportive Feedback: Giving ongoing performance feedback – both positive and corrective

Partnering: Fostering a collaborative working environment 1:1, within and across teams

Expectation Setting: Setting clear performance goals and holding employees accountable

Consideration: Demonstrating thoughtfulness, empathy, and kindness

Trust: Demonstrating faith and belief in employees’ skills, abilities, and decisions

If you want to maximize the ROI of your employees, throw out the carrots and sticks and start showing them respect.

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Paul Marciano is author of Carrots and Sticks Don’t Work: Build a Culture of Employee Engagement with the Principles of RESPECT.  His book provides real world case studies and turnkey strategies to increase employee discretionary effort and reduce turnover. Dr. Marciano earned his Ph.D. in Clinical Psychology from Yale University where he specialized in behavior modification and motivation. Follow him on Twitter @drpaulmarciano.

[tweetmeme]Mark Bezos is SVP, Communications and Development, for the nonprofit Robin Hood Foundation and also a volunteer fireman in his home town. It was in this latter capacity that he spoke at a recent TED conference about his experience in putting out a fire that taught him, “don’t wait to be a hero.” He was referring to the individual acts of kindness that mean so much to each of us. What struck home for me was his final comment, “if you have something to give, give it now.”

Not too long ago Pam, a friend who is also a member of a peer group I belong to, was entering an apartment building when someone walking just ahead of her fell and injured herself. By coincidence the woman who fell is also a friend of mine and Shoya told me this story: Pam refused to leave until the ambulance arrived. Then she rode with Shoya to the hospital and stayed with her for seven hours in the emergency room until she was admitted to the hospital. This, for a perfect stranger. So, hats off to people like Mark and Pam who are true, unsung heroes.

[tweetmeme]I played in a regional bridge tournament recently and stopped in my tracks when a man walked by wearing a T-shirt that said: “The flogging will continue until morale improves.”  I laughed, but it wasn’t really funny.  Flogging employees doesn’t happen anymore, but verbal abuse and unreasonable demands are all too common in many companies. (Unfortunately, punishment by flogging is still prevalent in less civilized societies).

The company shall remain nameless, but I once worked for a CEO who would simply phone senior executives with the command “get over here.”  No hi, how are you.  Oh, and he once threw an ash tray in a meeting.  Don’t think this doesn’t happen anymore.  With the bad economy, some companies are getting away with mistreating employees, who need to hold onto their jobs.  But things will get better in time, and then employees will flee.

Arrogance Doesn’t Cut it Anymore

In a recent issue of Business Week in an article entitled  Twelve Signs Arrogance is Running Your Company leadership expert Alaina Love with Purpose Linked Consulting recounted the story of Joe, who astonished the CEO of his company by resigning because his cautions about the company’s direction fell on deaf ears.  Joe was a key player and nobody wanted him to leave so they brought in Love to try to talk him out of it.  As Love writes in her bylined article, “The significance of Joe’s impending departure was enormous, I realized. He’d grown up in the company, starting first in sales and eventually working his way up to a leadership position in marketing. Losing him would mean a tough blow for the organization, one from which recovery would be difficult and lengthy, if not impossible. With him would go years of irreplaceable institutional wisdom and history.”

Joe’s Reason for Leaving

He told Love, “We’re not positioning ourselves for ongoing success, and I just don’t think this way of operating is sustainable. I’ve done everything I can to convince leadership we should adopt a different approach, but they’re not listening. They won’t even sit down long enough to learn about the suggestions I have for changing things.”

Employee engagement has become the new mantra for forward-thinking companies, but, alas, too many CEOs take the position of Joe’s.  “We don’t need somebody around here who doesn’t embrace our way of doing things,” the CEO said to Love.  In other words, it’s my way or the highway.

How shortsighted.  As I’ve written before, the economy is bad now so employees are staying put.  But in time the job market will improve and those companies that value their employees will be rewarded by their loyalty.  Companies like Joe’s will experience an exodus of employees who don’t want any more floggings.

Let me out of here!

[tweetmeme]Leave it to Seth Goldin to come up with one of his pithy blog posts in which he said, “As the number of apparently significant digits in the data available to us goes up (traffic was up .1% yesterday!) we continually seek causation, even if we’re looking in the wrong places…data is not information, and confusing numbers with truth can help you make some bad decisions.”

Well said.  He reminded me of one of my favorite sayings, “Don’t mistake motion for progress.”  I’m not going to point any fingers, because I’m guilty myself of filling my schedule with things to do every day.  Write my blog, do a little prospecting, add a little networking, do some client work, yada, yada, yada. 

But does all this motion equate to making progress in reaching my goals?  Busy-ness is OK if you can see the finish line.  But I think many of us feel like the rat endlessly running on an exercise wheel – we go faster and faster but it’s still the same old circle.

In my New Year’s blog last year, I made the following resolution, which I will renew this year:

• No more coulda, shoulda, wouldas. I coulda done that if I tried.  I shoulda done that and it would have made such a difference in my life.  I woulda done that if only I had (fill in the blank).   But I intend to add another resolution for 2011 –

• Don’t mistake motion for progress. Progress means you actually accomplished something.  Motion is spinning your wheels on unproductive activities.  There’s a difference.

If I want more exercise I’ll go to the gym.  Happy New Year!