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- How Customers Can Rally Your Troops
- 9 of 10 People Are Willing to Earn Less Money to Do More-Meaningful Work
Episode 59 – How to Build Motivation into Your Organization
Adam Grant Harvard
HBR Article – 9 Out of 10 People are Willing to Earn Less Money to Do More Meaningful Work
Tripp Babbitt: [00:00:00] Hi, I’m Tripp Babbitt, host of the Mind Your Noodles podcast, and this episode will be released on Memorial Day, decide to go ahead and really sit. This is Episode 59 and the topic that I’m going to talk about in this episode is building motivation in to your organization.
Tripp Babbitt: [00:00:24] So, Last week, I talked quite a bit about rewards and intrinsic motivation, extrinsic motivation, and that one of the things we want to do when we’re evaluating our organization through our thinking lens is looking at it, whether we have intrinsic or extrinsic motivation in our organization. And what does it look like? So taking you back, it was Frederick Taylor that really, to me started putting into organizations that the concept of extrinsic motivation. And by virtue of that, we he had a guy named Schmidt that he paid extra money to to produce more pieces. So as an incentive to increase their productivity because they make more money.
Tripp Babbitt: [00:01:25] And this kind of follows on for a long time. And even today, you’ll see this as a ploy by organizations to get people to enjoy their work through these extrinsic motivating factors. And one of the there’s a couple of different people. I like to read a map, Malcolm Gladwell, but I also like to read Adam Grant’s stuff.
Tripp Babbitt: [00:01:54] And hopefully some of the listeners in here are fans of Adam Grant. I think he does some good research here. He’s got some excellent books. And if you’re not familiar with Adam Grant’s work, I would strongly suggest that you read some of the books or articles or videos.
Tripp Babbitt: [00:02:14] There’s all types of different ways that you can get a hold of Adam Grant and some of the research that he’s done. But one of the articles that I came across.From Harvard Business Review.
Tripp Babbitt: [00:02:29] Now, if you don’t have a subscription to where I do have a subscription, but you can get up to four articles, I believe, every month and read the articles that I’m going to put links to in this.
Tripp Babbitt: [00:02:43] But it’s called How Customers Can Rally Your Troops. And in the article, if you get a chance to read it and I guess I’ll be providing somewhat of a summary of it here.
Tripp Babbitt: [00:02:57] Adam Grant did some research on people who are collecting maybe funds for nonprofits and how can they get them to get motivated enough to call these people and solicit funds.
Tripp Babbitt: [00:03:20] And so he goes through and does a survey and he said, you know, during the course of research that one of the things he found was that, you know, both of the executives looked to increasing pay. They did promotions. They offered recognition, even did food and additional breaks and things of that sort. The as really extrinsic motivators, except for maybe the recognition being somewhat intrinsic in order to get these folks to collect more money and be motivated about doing it.
Tripp Babbitt: [00:03:54] And one of the problems that he he found was that most of the employees are very cynical about an organization’s motives and intentions. And the one that well, couple of things and you can combine them is that these executives overlooked meaning and purpose as really the primary motivators.
Tripp Babbitt: [00:04:19] Now, one of the other other articles I want to put a link to out there is also out of Harvard Business Review. So I guess I would use up two of your four articles, at least this month is called is basically saying nine out of 10 people are willing to earn less money to do more meaningful work. And so this concept of meaning in our daily work and getting something out of us, something I’ve talked to in this podcast about being very brain friendly, we really want to do something for the greater good. But in organizations, because of this mindset about that, Frederick Taylor started and we seem to perpetuate even one hundred and twenty years later, it has the concept that everything has to be involve extrinsic motivators. Now, again, when we’re going through the thinking lands in the education program, I don’t want people to stress out about the fact that their organization is all we’re all using. And, you know, then you can wind up pushing things in an organizations that’s not ready for it. And, you know, you just can’t all of a sudden get rid of extrinsic motivators. I would say that I’ve seen a few organizations not it’s not the norm to be able to completely change the stripes on an organization that instantaneously. So it’s going to be a matter of just recognizing whether your organizations using extrinsic or intrinsic motivators.
Tripp Babbitt: [00:06:06] But back to Adam Grant’s article and this concept that nine out of 10 people are willing to earn less to do more meaningful work. It’s it’s something that executives overlook because that isn’t the way that we have designed our organizations and we don’t think about them that way. We have always used these things like increasing pay and promotions, recognition and and other things, as opposed to finding more meaning and purpose in our work. But meaningful work is really the single most important factor in getting satisfaction out of what you do on a daily basis. Now, a lot of people find different ways to. Maybe replace that and they get meaningful work from other things. But, you know, this is one of the reasons why when we’re putting together an aim, which will be we talk about the customer lands, we talk about the thinking lands when we begin to construct an aim or a purpose for the organization, that we have to have a compelling Mirit narrative and that we want to have no that has to have some to do a social and innovation and the customer that all of these things are factors that help build meaningful work. And this concept of greater good also.
Tripp Babbitt: [00:07:31] So these are this is the thing I wanted to talk about today. And, you know.
Tripp Babbitt: [00:07:42] When you get Adam Grant writes, basically that meaningful work in his article comes from customers. And he says this, that it gives basically three things that they have, that the employee is having an impact, that they’re getting appreciated by a customer and that they have empathy, empathy.
Tripp Babbitt: [00:08:06] Now, this empathy thing is something that I don’t get it and I don’t get involved in all of the emotional intelligence. And some of those types of things. Now, I know there are a lot of executives that, you know, supposedly have high emotional, emotional intelligence. But my belief is you better have method, too.
Tripp Babbitt: [00:08:26] You can’t just be nice and do stuff and then the organization’s following apart. And that’s really the focus of my work. And in giving executives method so that they can be competent and their position as opposed to being somebody you like to be around but can’t really make the organization better. So some of those factors, that’s what a lot of the leadership programs focus in on. They’re going to focus in on things like empathy and being appreciate a van being nice and and all that stuff. And I don’t want to downplay that because those are important factors. But if you’re incompetent, it really doesn’t matter. So having method is really the focus for me on executives. And I don’t see very many, very many people in that spot. So when we get back to Adam Grant, you know, he says, well, we just place emphasis on the customer than, you know, things will kind of work itself out is kind of the tone of it.
Tripp Babbitt: [00:09:29] And what I think that Dr. Grant and others that are doing interesting research are missing as the system, and this is the focus of the 95 method is coming up with a system that has all this stuff built into it. And so I’m taking you on a journey in this education program I’m building that’s taking you through, getting an understanding what the customer sees. Now, some people might call that empathy. I just call it smart. Oh, yeah. I don’t know what’s important from a customer perspective and how you think and this is, you know, as I’ve stated multiple times, it’s the thinking part is probably the most important. But most people don’t take inventory of how they think about things. It’s unconsciously Dunner it was already in the organization when you arrived. And but these are the things that I’m taking you through so that we can start to build an organization with that developed meaningful work for employees and that customers see and trust your organization as being for the greater good that are out there and then developing narratives around these things. First of all, it’s a narrative around. You know, some of the problems that are associated with the way your systems design and then later getting a greater good type of narrative associated with the aim or purpose of the organization that people can buy into, that that, in essence, gives them that intrinsic motivation to be able to want to do something greater than themselves.
Tripp Babbitt: [00:11:16] And being one of the nine of 10 people that are want to do meaningful work and that it’s built in that you’re you’re building this. And I think these are some of things that I that Dr. Grant others is they don’t focus on the system and how to build these things into a system. And ultimately have news stories that you can tell are new narratives that you can tell in the organization how we’re making things better for customers. We’re making things better for for the society and the world in general. So those are some thoughts that I had as I was reading, going back and reading some of these articles in building my thinking lens. And I hope that, you know, as you go through, if you do wind up signing up for the education program, and I’m thinking that at least at the beginning, you know, I probably should be charging, you know, a grand or two grand for it.
Tripp Babbitt: [00:12:19] But I’m thinking to start out with something like three hundred dollars for the initial price for kind of the the intro portion to kind of get you going.
Tripp Babbitt: [00:12:33] And then, you know, that’s not as huge an investment as what I would ask for later as we start to develop the methods that that are needed within the organization. But it’s all it’ll all be incremental and you get a sense of what type of investment you’d be looking for. But I think the three hundred dollar portion, the kind of the the thinking lends and the customer lends in getting that and going through that program may weed out a lot of people, too, that aren’t, you know, committed to not only developing meaningful work, but also designing an organization and innovating and doing some of the methods that are part of this particular program.
Tripp Babbitt: [00:13:17] And I want to include decision making and data in that, too. So that’s my thoughts for this week. And I thought these two articles, especially great.
Tripp Babbitt: [00:13:29] Adam Grant’s article on how customers can rally your troops was was a very interesting article. I’d read it before probably a couple of years ago. And then the other article that basically says, you know, yeah, people do want to do, well, meaningful work from some of the surveys that that they did.
Tripp Babbitt: [00:13:52] So that’s it for this week. Hope you have a nice Memorial Day and a short workweek. For those of you that are still working from home, maybe aren’t used to it. Hopefully you’re getting used to it now.
Tripp Babbitt: [00:14:08] We’ll catch up with you next Monday.