Author Archives: David Burkus

About David Burkus

Dr. David Burkus is an organizational psychologist and best-selling author. Recognized as one of the world’s leading business thinkers, his forward-thinking ideas and books are helping leaders and teams do their best work ever. David is the author of five books about business and leadership and he's been featured in the Wall Street Journal, Harvard Business Review, CNN, the BBC, NPR, and more. A former business school professor turned sought-after international speaker, he’s worked with organizations of all sizes and across all industries.

Does Diversity Increase Team Performance?

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Does Diversity Increase Team Performance?

GUEST POST from David Burkus

It’s often said by teams that “diversity is our strength.” We take for granted the idea that diverse teams bring more lived experiences, ideas, and solutions to the table. When asked, “How does diversity affect teamwork?” most leaders assume that teams composed of individuals from different backgrounds, cultures, and perspectives are more likely to approach problems from various angles and come up with innovative solutions. And hence most leaders assume that diversity is a source of greater performance.

And while that’s true—it’s not as clear cut as we assume.

When you look at the research, the relationship between diversity and high-performing teams isn’t always a positive correlation. For diversity to truly enhance teamwork, teams need to establish psychological safety and build shared understanding. Otherwise, diverse ideas, perspectives, and experiences can cause more friction than innovation.

In this article, we will explore the importance of psychological safety and shared understanding in diverse teams. By understanding the impact of diversity on teamwork and implementing these practices, teams can harness the full potential of their diverse members and achieve better problem-solving and value creation.

Psychological Safety

Psychological safety is crucial for diverse teams to tap into the benefits of diversity. When team members feel psychologically safe, they are more likely to share their ideas, take risks, and engage in open and honest discussions. As a leader, it is essential to create an environment where team members feel comfortable expressing themselves without fear of judgment or negative consequences.

One way to build psychological safety is by demonstrating vulnerability as a leader. When leaders openly share their own challenges, mistakes, and uncertainties, it creates a safe space for team members to do the same. This builds trust and shows that it is acceptable to take risks and make mistakes. By embracing vulnerability, leaders can set the tone for open communication and encourage team members to bring their authentic selves to the discussion.

Another important aspect of psychological safety is teaching respectful dissent. Disagreements are inevitable in any team, but it is crucial to handle them in a productive and respectful manner. Encouraging team members to express their differing opinions and perspectives fosters a culture of healthy debate and prevents the formation of echo chambers. By establishing guidelines for respectful dissent, teams can ensure that disagreements are seen as opportunities for growth and learning rather than sources of conflict.

Shared Understanding

Shared understanding is important for diverse teams to work together effectively. When team members have a clear understanding of each other’s work preferences, strengths, and weaknesses, they can collaborate more efficiently and leverage each other’s skills and expertise. Building shared understanding requires intentional efforts to create an environment where team members can openly discuss their working styles and expectations.

One strategy for building shared understanding is to use exercises like the “manual of me.” This exercise involves team members sharing information about their preferred communication styles, work habits, and personal preferences. By understanding each other’s preferences, team members can adapt their communication and collaboration approaches to accommodate different working styles.

Creating a team working agreement is another effective way to establish shared understanding. This agreement outlines the team’s norms and expectations, addressing questions about how the team wants to work together. It can cover topics such as communication channels, decision-making processes, and conflict resolution strategies. By collectively defining these guidelines, teams can ensure that everyone is on the same page and reduce misunderstandings or conflicts that may arise due to differences in working styles or expectations.

Diversity, when combined with psychological safety and shared understanding, enhances teamwork, and leads to improved performance. By creating an environment where team members feel safe to express themselves and fostering shared understanding, teams can tap into the full potential of their diverse members. Embracing diversity as a strength allows teams to approach problems from various perspectives, leading to better problem-solving and value creation. And that helps everyone on the team do their best work ever.

Image credit: Pexels

Originally published on DavidBurkus.com on September 11, 2023

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How Leaders Make Employees Feel Respected

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How Leaders Make Employees Feel Respected

GUEST POST from David Burkus

Leadership is about relationships. And the cornerstone of just about every relationship is respect.

When employees feel respected, they are more engaged, motivated, and productive. But many managers struggle to convey their respect to team members. Consequently, colleagues often experience a sense of being undervalued, disconnected, or even inferior. It is difficult to envision individuals who harbor such sentiments being able to their best work ever.

In this article, we will outline how to make employees feel respected through five actions leaders can take to build a respectful work environment.

Check-In Often

The first action leaders can take to make employees feel respected is to check-in often. By staying in contact with your team members on a regular basis, you show that you value their work and progress. That’s why regularly checking in with team members through one-on-one meetings is essential for making them feel respected. During these check-ins, ask about their work progress and if they need any resources or support. But beyond just work-related checking in, this is a time to check in with them on a deeper level as well. Show genuine interest in their personal lives and let them choose how much they want to share. They may not answer right away, as it takes time to grow comfortable with sharing personal information at work. But inquiring about it still demonstrates that you care about them as individuals and not just as employees.

By maintaining open lines of communication and regularly checking in, you create a supportive and respectful environment where employees feel heard and valued.

Ask for Input

The second action leaders can take to make employees feel respected is to ask for input. Employees involved in the decision-making process feel like their perspective and knowledge is respected. You don’t need to agree to follow every decision they make, and you don’t even need to let them make the decision. But you should absolutely seek out their input before you decide. By asking for their input, you show respect for their expertise and that you value their opinions. And you recognize that others may have different perspectives and access to information that you may not have. Even if their input is not ultimately followed, it is crucial to explain the reasoning behind the decision. In fact, asking for input helps you better explain to employees why a decision was made that they may disagree with, while still helping employees understand that their input was considered and respected.

By actively seeking input from your team members, you foster a culture of collaboration, trust, and respect.

Demonstrate Trust

The third action leaders can take to make employees feel respected is to demonstrate trust. Trust is a fundamental aspect of creating a respectful work environment. And the research on how trust develops suggests that trust isn’t given or earned, it’s built over time through a reciprocal process. When people feel trusted, they’re more likely to respond with trustworthy behavior. And in a work-context, this means leaders ought to go first by demonstrating they trust their employees. This often takes the form of giving employees more autonomy. Set clear standards and expectations but allow them to find the best way to meet them. By giving autonomy, you show that you trust your employees’ abilities and judgment.

However, it is important to balance autonomy with accountability. While giving employees the freedom to work in their own way, ensure that they are still accountable to the team and the organization’s goals. This balance between trust and accountability creates a respectful and empowering work environment.

Referee Conflicts

The fourth action leaders can take to make employees feel respected is to referee conflicts. Conflicts within a team can be detrimental to a respectful work environment, but they can also be hugely beneficial. It just depends on the type of conflict and how it is handled. Personal conflicts need to be resolved and eliminated quickly. But task-focused conflicts can benefit the team by making ideas stronger and making final decisions better. As a leader, this means referring task-focused conflicts to ensure they stay productive. Establish ground rules for conflicts, such as starting with positive feedback before addressing disagreements. This helps create a safe space for open and productive discussions. Additionally, teach your team members how to have productive conflicts that lead to better ideas and solutions.

By encouraging task-focused conflict and working to find productive resolutions, you foster a culture of respect and continuous improvement.

Give Fair Feedback

The final action leaders can take to make employees feel respected is to give fair feedback. Providing direct and fair feedback is essential for helping employees improve and grow. When giving feedback, focus on both the positive aspects and areas for improvement. By acknowledging their strengths and offering constructive criticism, you show that you value their efforts and are invested in their professional development. Where many leaders go wrong is in spending too much time on constructive criticism and not enough time on positive elements of one’s performance. That’s not fair. Fair feedback ensures that the conversation is proportionate to the overall performance of the employee. If their work is 90 percent positive and 10 percent needing improvement, then the conversation should be 90 percent positive. This not only helps the constructive criticism be better received, but it also helps the employees know their contribution is valued.

By giving fair feedback, employees not only grow faster but they grow in their feeling of being respected.

Creating a respectful work environment requires consistent effort and commitment from leaders. By regularly checking in with team members, involving them in decision-making processes, demonstrating trust, refereeing conflicts, and giving fair feedback, you can make employees feel respected and valued. Remember, a respectful work environment leads to higher employee satisfaction, engagement, and productivity—in other words, employees who feel respected are employees able to do their best work ever.

Image credit: Pexels

Originally published on DavidBurkus.com on August 14, 2023

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Four Keys to Mastering Active Listening

1. Receive

The first skill of active listening is to receive. Truly paying attention and receiving the information being shared is the first step in active listening. It involves listening without interrupting or formulating a response, making eye contact, and paying attention to non-verbal cues. By actively receiving information, leaders demonstrate their commitment to understanding and valuing the speaker’s perspective.

When leaders listen without interrupting, they create a safe space for open communication and encourage the speaker to express themselves fully. Making eye contact and paying attention to non-verbal cues, such as body language and facial expressions, helps leaders gain a deeper understanding of the speaker’s emotions and intentions. Taking notes, if necessary, ensures accurate reception of information and allows leaders to refer back to important points during discussions or when making decisions.

2. Appreciate

The second skill of active listening is to appreciate. Appreciation involves showing non-verbal signs of appreciation, such as nodding or making eye contact, to let the speaker know that their words are being heard and valued. By expressing appreciation through gestures, nods, and verbal cues, leaders create a positive and supportive environment that encourages open communication.

When leaders make the speaker feel valued and heard, it fosters trust and respect within the team. Genuine interest and active engagement in the conversation encourage the speaker to share more, leading to a deeper understanding of their thoughts and feelings. By appreciating the speaker’s perspective, leaders create a space where diverse ideas and opinions are welcomed and respected.

3. Summarize

The third skill of active listening is to summarize. Summarizing what the other person has said demonstrates understanding and allows leaders to check for accuracy. By reiterating the main points of what the speaker has shared, leaders show that they have been actively listening and processing the information.

Confirming understanding and giving the speaker an opportunity to clarify or correct any misunderstandings is crucial in effective communication. Leaders can use phrases like “What I heard you say is…” or “It sounds like you’re saying…” to summarize the speaker’s points and seek confirmation. This not only ensures that leaders have accurately understood the message but also makes the speaker feel heard and respected.

4. Ask

The final skill of active listening is to ask. Asking questions after a teammate has finished sharing allows leaders to delve deeper into the speaker’s thoughts and feelings, encouraging further discussion and exploration. By asking open-ended questions, leaders prompt the speaker to provide more details or insights, leading to a more comprehensive understanding of the topic at hand.

It is important for leaders to avoid jumping to advice-giving and instead focus on understanding the speaker’s perspective. By asking thoughtful questions, leaders show genuine interest and create an environment where individuals feel comfortable sharing their ideas and concerns. This fosters better collaboration and problem-solving within teams.

Practicing and improving these four skills will improve your active listening. But more importantly, it will improve listening and communication on the whole team. Leaders set the example for their team members to follow. And as team members emulate the example and improve their own skills, that fosters an environment of trust and respect during discussions. And a team demonstrating trust and respect is a team that helps everyone do their best work ever.

Image credit: Pixabay

Originally published on DavidBurkus.com on September 4, 2023

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How to Cultivate Respect as a Leader

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How To Cultivate Respect As A Leader

GUEST POST from David Burkus

Margaret Thatcher once famously quipped that “Being powerful is like being a lady. If you have to tell people you are, you aren’t.” As a leader, the same could be said about respect. If you wonder if you’re team respects you, they probably don’t.

Being a leader is not just about having authority and power; it’s about earning the respect and trust of your team. Your title may have made you the boss. But your team’s respect makes you the leader.

In this article, we will explore how to earn respect as a leader through five essential actions that earn respect and create a positive work environment. By following these strategies, leaders can not only gain the respect they deserve but also motivate and inspire their team members to perform at their best.

Set The Example

The first way to earn respect as a leader is to set the example. Leaders must lead by example. One way to earn respect is by acting in a fair and equitable manner. The team needs to see that you’re not playing favorites or political games. Additionally, meeting deadlines and being punctual demonstrates reliability and professionalism. If you set high standards, they need to know you hold yourself accountable to those standards as well.

Another crucial aspect of setting the example is upholding the core values of the organization. When leaders align their actions with the values they expect from their team, it establishes a strong foundation of integrity and consistency.

Ask For Their Input

The second way to earn respect as a leader is to ask for your team’s input. Great leaders understand that they don’t have all the answers. They recognize the importance of seeking input and feedback from their team members. By actively listening and valuing their opinions, leaders create an inclusive and collaborative work environment.

Brainstorming options collectively before making decisions is another effective way to involve the team in the decision-making process. This approach not only encourages creativity and innovation but also fosters a sense of ownership and commitment among team members.

Explain Your Decisions

The third way to earn respect as a leader is to explain your decisions. Leaders often find themselves in situations where they need to referee conflicts and make final decisions. However, it is essential to consider the input received from the team and explain the reasoning behind those decisions. By doing so, leaders demonstrate transparency and fairness, which helps team members understand and accept the outcome.

Furthermore, leaders should take the time to consider rejected options and highlight their strengths. This shows that all ideas were valued and considered, even if they were not ultimately chosen. Additionally, training the team to understand the leader’s thought process can help them align their own thinking and decision-making with the overall goals of the organization.

Protect Your People

The fourth way to earn respect as a leader is to protect your people. Leaders have a responsibility to protect their team members from negative influences within the organization. This includes addressing and resolving conflicts, promoting a culture of respect, and ensuring that team members are treated fairly.

Additionally, leaders should ensure that their team has the necessary resources and support to perform their tasks effectively. By providing the tools and guidance needed, leaders empower their team members and enable them to succeed. Understanding the team’s capacity and preventing overload is also crucial. Leaders should be aware of their team members’ workload and ensure that they are not overwhelmed with excessive tasks. This demonstrates care and consideration for their well-being, which in turn fosters trust and respect.

Respect Them First

The final way to earn respect as a leader—and maybe it should have been the first—is to respect the team first. Respect is a two-way street. To earn respect as a leader, it is essential to show respect and appreciation for the contributions of your team members. Recognizing the value and strengths of each individual creates a positive and motivating work environment.

Leaders should respond positively to their team members’ ideas and feedback, encouraging open communication and collaboration. By actively acknowledging and considering their input, leaders empower their team members and make them feel valued. Creating a culture of respect and appreciation is crucial for building strong relationships within the team—and as a leader, you go first in extending that respect.

Earning respect as a leader is not an easy task—it doesn’t come with the new title or the corner office (assuming you’re not just working from a spare bedroom in our house). But it is essential for creating a positive and productive work environment. By setting the example, asking for their team’s input, explaining decisions, protecting their people, and respecting them first, leaders can establish trust, loyalty, and mutual respect. These strategies not only enhance the leader’s reputation but also inspire and motivate team members to do their best work ever.

Image credit: Pexels

Originally published on DavidBurkus.com on August 28, 2023

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Six Key Habits of Great Leaders

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Six Key Habits of Great Leaders

GUEST POST from David Burkus

In a world of growing complexity and seemingly constant crisis, we need great leaders more than ever. But when you look at the stories in the press or check the staggering numbers of burnout and disengagement in surveys, it seems like fewer and fewer leaders are rising to the challenge. It starts to seem like becoming a great leader is too complicated and nearly impossible.

But when you survey people on what makes them appreciate and follow leaders, it turns out there are just a few simple habits that set great leaders apart. Simple, but not necessarily easy.

In this article, we will explore what great leaders do across six key habits that make them influential and their teams successful.

1. Promote Purpose

The first habit great leaders do is to promote purpose. Great leaders understand the importance of connecting the larger organizational purpose to specific projects and tasks. They are able to do more than regurgitate the mission statement of the organization. They can draw a connection between the organizational purpose and the work of their specific team. In doing so, they inspire their team members to see the bigger picture and understand how their contributions align with the overall goals. Furthermore, great leaders shift the conversation towards “who” benefits from the work and promote pro-social purpose. This helps team members feel a sense of fulfillment and motivation in their work, knowing that they are making a positive impact.

2. Clarify Vision

The second habit great leaders do is to clarify vision. A clear vision is crucial for the success of any organization, and great leaders excel at explaining what success looks like and where the organization is heading. They are able to paint a vivid picture of the world or the specific people the organization serves and what it will look like when the vision is achieved. Even when plans change, great leaders provide a clear vision of what a good job looks like. They use the concept of “commander’s intent” to communicate the vision of a successful mission, ensuring that even in constant turmoil, everyone understands the desired outcome and can align their efforts accordingly.

3. Create Accountability

The third habit great leaders do is to create accountability. Great leaders understand the importance of holding people accountable to their jobs and calling them up to a higher standard. They ensure that individuals are held accountable to the result, not just the tasks. By providing the necessary resources for individuals to achieve their goals, great leaders empower their team members to take ownership of their work and deliver exceptional results. Leaders provide autonomy to team members, allowing them to decide how the work gets done. But they’re also reminding everyone on the team that autonomy means greater accountability to the team, not less. They are leaders who hold their team to a higher standard and encourage them to perform even greater.

4. Provide Fair Feedback

The fourth habit great leaders do is provide fair feedback. Feedback is a crucial tool for growth and development, and great leaders excel at providing fair feedback. They tailor their feedback to the individual’s situation, skills, resources, and accountability goals. Great leaders give feedback that is in equal proportion of positive to negative, focusing on building upon the great things. Poor leaders often spend most of their coaching time on constructive criticism—which can be demotivating and decrease performance. Instead, great leaders create a balance between appreciation and constructive criticism to motivate and improve performance, ensuring that team members feel valued and supported in their professional growth.

5. Build Safety

The fifth habit great leaders do is to build safety, as in psychological safety. A psychologically safe environment is essential for fostering innovation and growth, and great leaders understand this. They provide feedback in a way that does not blame individuals for things outside of their control, encouraging transparent and honest conversations about failures to extract lessons and improve. By establishing a culture of safety, great leaders create an atmosphere where team members feel comfortable taking risks and learning from their mistakes. This leads to increased creativity, collaboration, and ultimately, success.

6. Develop Oneself

The final habit great leaders do is to develop themselves. Great leaders recognize the importance of continuous learning and self-improvement. They take responsibility for developing themselves as well as others. With a growth mindset, they actively seek out new information and skills, constantly striving to become better leaders. Great leaders understand that they need to develop themselves in the areas that their team needs in order to be better leaders. By investing in their own growth, they set an example for their team members and inspire them to also pursue personal and professional development.

The habits discussed in this article are what make great leaders worth following. They’re simple, but not necessarily easy. And they need to be done on a regular basis. But great leaders understand the importance of these habits and strive to incorporate them into their leadership style. By promoting purpose, clarifying vision, creating accountability, providing fair feedback, building safety, and developing oneself, leaders can inspire their teams to do their best work ever.

Image credit: Pixabay

Originally published on DavidBurkus.com on August 21, 2023

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Secrets to Overcoming Resistance to Change

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Secrets to Overcoming Resistance To Change

GUEST POST from David Burkus

Employee resistance to change is one of the most perplexing and challenging issues that business executives encounter. Senior leaders have mapped out a change initiative and, in the process, gotten themselves excited about the future only to find the rest of the organization doesn’t share their enthusiasm.

This resistance manifests in various ways, such as decreased productivity, higher rates of employee turnover and transfer requests, attitudes, unauthorized strikes, or work slowdowns. And in trying to overcome resistance to change, leaders often make structured, logical arguments for why the change is needed.

Arguments that fail to persuade.

What’s often overlooked is that employee resistance to change is most likely due to the emotions behind the change, not the change itself. And in examining those emotions, the late Carl Frost offered four key questions that people ask themselves when they’re being asked to change. The answers to these questions determine their excitement, or resistance, to change.

In this article, we will explore how to overcome resistance to change by addressing the emotions behind it and we’ll offer advice on how leaders can answer those four questions.

Question 1: Do we know where we’re going?

A clear and compelling vision of the future is necessary to overcome resistance to change. It is important to paint a clear picture of what the future of the organization looks like and include the individual being asked to make the change in that vision. When employees can see themselves as a part of the future, they are more likely to embrace the change. Additionally, it is crucial to ensure that the vision is shared at every level of the organization. This helps create a sense of unity and purpose, making it easier for employees to align themselves with the change.

By providing a clear direction and involving employees in the vision, leaders can address the uncertainty and fear that often accompany change. When employees have a clear understanding of where the organization is heading, they are less likely to resist and more likely to actively participate in the change process.

Question 2: Do we know why we’re going there?

Communicating the reasons for the change effectively is essential in overcoming resistance. Employees need to understand the changes in regulation, competition, or the economy that necessitate the change. It is important to avoid nostalgia for the old times before the change, as this can hinder progress. Instead, leaders should focus on selling people on why the change is necessary and beneficial.

By clearly explaining the rationale behind the change, leaders can address any doubts or concerns employees may have. When employees understand the need for change and how it will positively impact the organization, they are more likely to embrace it and actively contribute to its success.

Question 3: Do we know we can get there?

Confidence in the organization’s ability to achieve the vision is crucial for overcoming resistance to change. Leaders must build belief in the organization’s capacity to reach the new future. This can be done by addressing concerns about skills, resources, and capabilities. It is important to create a plan to acquire necessary skills and resources, ensuring that employees have the support and tools they need to succeed.

By addressing concerns and providing the necessary resources, leaders can instill confidence in employees and alleviate their fears about the change. When employees believe that the organization has the capability to achieve the vision, they are more likely to embrace the change and actively work towards its realization.

Question 4: Do we know that there is better than here?

Individuals need to believe that the change will benefit them personally in order to lessen their resistance. Leaders should paint a compelling picture of the change in their role and how it will be better. It is important to show how the change will result in personal growth and improvement. Additionally, leaders should address concerns about sacrifices, extra time, and learning new skills.

By addressing the personal benefits of the change and addressing personal concerns, leaders can help employees see the value in embracing the change. When employees understand how the change will positively impact their own lives, they are more likely to overcome resistance and actively engage in the change process.

Overcoming resistance to change is crucial for successful change initiatives. By addressing the emotions behind the change and answering the four questions, leaders can increase excitement, self-efficacy, and confidence in the change. That helps the organizational change itself find success and (hopefully) that success empowers every employee to do their best work ever.

Image credit: Pexels

Originally published on DavidBurkus.com on August 7, 2023

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Four Forms of Team Motivation

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What Science Tells Us

Four Forms of Team Motivation - What Science Tells Us

GUEST POST from David Burkus

Keeping a team motivated is the one of the most important aspects of a leader’s job. It’s also one of the most misunderstood aspects of a leader’s job. Many organizations still equate “motivating your team” with “designing the right incentives.” But more than four decades of research into self-determination theory have revealed the limits of these types of extrinsic motivators and offers a wealth of insight into intrinsic motivation and how leaders can leverage it.

But even when expanding their perspective on motivation, many leaders still suffer from the misunderstanding of a binary choice between intrinsic and extrinsic motivation. In reality, self-determination theory research suggests that motivation is better thought of as a spectrum with four points along the way: extrinsic, introjected, identified, and intrinsic.

In this article, we’ll outline these four forms of motivation and offer a glimpse at how to leverage the most overlooked form when motivating your team.

The Four Forms Of Motivation

1. Extrinsic Motivation

Extrinsic motivation refers to the external factors that drive individuals to take certain actions or adopt specific behaviors, whether it involves completing a task or achieving a personal objective. These external influences can take the form of rewards, promotions, prizes, and so on. Extrinsic motivation can work well in the short-term when the tasks being incentivized are clear and individuals know how to achieve them. However, extrinsic motivation often falls short in terms of providing genuine meaning. The impact of reward-based motivation tends to be inconsistent and frequently ineffective. In addition, when the path towards completion is unclear—extrinsic motivation tends to fall apart.

2. Introjected Motivation

Introjected motivation can be understood as an internalized form of motivation, similar to intrinsic motivation. However, it refers to a specific a sense of pressure to perform in order to receive validation or approval from significant individuals, such as bosses or influential colleagues. This type of motivation is more prevalent than commonly realized and impacts individuals in two distinct ways. First, individuals can be motivated to perform tasks to bolster their feeling of self-worth (introjected approach). Second, individuals can be motivated to perform tasks to avoid feelings of failure or diminished self-worth (introjected avoidance).

However, both forms of introjected motivation are difficult to sustain. In addition, introjected avoidance in particular can have long-term harmful effects—since it’s basically indistinguishable from emotional manipulation.

3. Identified Motivation

Identified motivation pertains to a type of motivation where individuals recognize or acknowledge the necessity of performing or completing a task, yet they have not yet taken action to fulfill this need. Identified motivation is what is felt when people may not be motivated to do a task but know that doing it is important. It is a potent form of motivation that primes individuals for action. And is especially powerful in a work context because relying on others to become motivated is generally impractical in most situations.

However, this form motivation is also quite underutilized because it requires connecting the work of an individual or team to something important enough to create a feeling of identified motivation. While most organizations have a mission or purpose statement—connecting specific tasks to that mission or purpose is often overlooked.

4. Intrinsic Motivation

Intrinsic motivation refers to internal drives that are subjective in nature, emerging from actions that align with personal values or bring pleasure in performing a task. It is experienced in the present moment when individuals engage in activities they find enjoyable or meaningful.

However, intrinsic motivation is subjective and can be challenging to manage and harness effectively, since so much depends on the specific person and what satisfies them. That is why, despite studies suggesting intrinsic rewards have a stronger motivating effect compared to extrinsic ones, there is no universally applicable method or approach.

Three Ways to Motivate Your Team

Looking at the entire spectrum of motivation, it’s pretty apparent that identified motivation is both powerful and underutilized for motivating your team. Intrinsic motivation is great, but it’s not possible all of the time. Some tasks are vital, just not enjoyable. When that is the case, identified motivation can become the motivator of choice. And there’s three specific ways to leverage identified motivation.

1. Provide Purpose

The first way to motivate your team through identified motivation is to provide purpose. Ultimately for introjected motivation to work, people have to feel the tasks they’ve been assigned are important. And the most effective way to help them feel that way is to demonstrate how they serve a bigger purpose. More specifically, connecting the team’s effort to a “prosocial purpose.” Identified motivation is most powerful when the tasks needing completion are seen as tasks that promote or protect the well-being of others (sometimes also called prosocial motivation). For leaders, this means answering the question “Who is served by the work that we do?” and then reminding the team of that answer on a regular basis.

2. Connect to Values

The second way to motivate your team through identified motivation is to connect to values. Once purpose is established, it’s important to make the shared values that undergird that purpose salient. You’re working for something specific in the world—because you share a certain set of values that dictate the change you’re working for. Those shared values can be a powerful way to leverage identified motivation when discussing seemingly unimportant tasks. Those tasks may not be enjoyable, but they’re critical to achieve the purpose and hence critical to staying aligned with shared values.

3. Add Autonomy

The third way to motivate your team through identified motivation is to add autonomy. For tasks that don’t have a specific set of instructions—and for tasks that are not intrinsically motivating—allowing people to have a say in the way they achieve the task can be a powerful way to motivate them. Autonomy is a powerful motivator not only because it allows individuals to adjust their tasks into ways they may find enjoyable, but also because it eliminates the feeling of manipulation that people may have experienced when they’ve felt introjected motivation in the past.

Motivating your team can be tricky—much of the common practice in organizations seeks to leverage less powerful, more difficult forms of motivation. But by focusing on intrinsic and identified motivation, you can give your team a renewed zeal and help them do their best work ever.

Image credit: Pixabay

Originally published on DavidBurkus.com on May 22, 2023

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Giving Your Team a Sense of Shared Purpose

Give The “It’s A Wonderful Life” Test

The first way to create a sense of purpose on a team is to give the “It’s A Wonderful Life Test.” This test is derived from reflecting on the movie It’s a Wonderful Life and its premise. In the movie, the main character, George Bailey, is saved from committing suicide by an angel. Clarence (worst name for an angel ever) shows how different his community would be if George had never existed. This test doesn’t get as morbid as the movie, but the idea is to run a thought experiment that leads the team to examine its importance by considering the impact of its absence. By applying this test to your team, you can gain a deeper understanding of who is served by their work and the significance of their contributions. This knowledge allows them to see the value they bring to the organization and the difference they make in the lives of others.

Draft a Rallying Cry

The second way to create a sense of purpose on a team is to draft a rallying cry. A rallying cry is a powerful tool that embodies the team’s purpose and serves as a motivational phrase that everyone on the team knows. It should be simple, catchy, and inspiring. Many successful teams have used rallying cries to unite their members and keep them focused on their shared purpose. For example, the San Antonio Spurs adopted the rallying cry “pound the rock,” tapping into the imagery of a stonecutter hitting away at a rock hundreds of times before it finally cracks. They use it as a powerful reminder that the day-to-day strain of training and drilling hundreds of times is what brings victory. By creating a rallying cry that resonates with the team’s purpose, you can foster a strong sense of unity and motivation.

Create Team Symbols

The third way to create a sense of purpose on a team is to create team symbols. Symbols are visual representations that embody the team’s purpose and values. They serve as reminders of the team’s mission and can help team members stay connected to their sense of purpose. They can be visual symbols, objects, gestures, or anything else that can contains a meaning specific to the team—even better if it can tie into the rallying cry. To use the San Antonio Spurs again, their practice facility contains a powerful symbol—a boulder and sledgehammer displayed behind glass. Players walk by it before every practice. Your team may not have as elaborate a symbol. But anything that can remind the team of its rallying cry can help build a sense of purpose on a team. And as a bonus, you can reinforce a sense of shared identity on the team as well.

Collect Impact Stories

The fourth way to create a sense of purpose on a team is to collecting impact stories. Stories are one of the most powerful ways humans communicate—and hence they’re a powerful way to highlight the team’s successes and reinforce their sense of purpose. Impact stories can come from various sources, such as media coverage, customer testimonials, or thank you notes. But managers and leaders play a crucial role in collecting these stories and sharing them with the team. Ideally, every positive email or story in the media that aligns with either the team’s or the organization’s purpose gets captured so it can be shared at regular meetings. By regularly sharing impact stories, team members can see the tangible results of their work and the positive impact they have on others. This boosts their morale and motivation, reminding them of the importance of their contributions and the purpose behind their efforts.

Outsource Inspiration

The final way to create a sense of purpose on a team is to outsource inspiration. Outsourcing inspiration involves bringing in individuals who have been directly impacted by the team’s work to share their stories. It’s like collecting impact stories but amplified. Hearing firsthand accounts of how their work has made a difference can be incredibly motivating for team members. For example, medical device company Medtronic invites patients to their annual holiday party to share how the company’s technology helps them live better. When team members see the real-world impact of their efforts, it reinforces their sense of purpose and reminds them of the importance of their work. It also provides an opportunity for them to connect with the people they are serving, fostering empathy and a deeper understanding of their purpose.

Creating a sense of purpose on a team is crucial for its success. By using the “It’s a Wonderful Life” test, drafting a rallying cry, creating team symbols, collecting impact stories, and outsourcing inspiration, teams can foster a strong sense of purpose and motivation. These activities should be ongoing to maintain a sense of purpose and drive within the team, motivating them to do their best work ever.

Image credit: Unsplash

Originally published on DavidBurkus.com on July 31, 2023

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Four Secrets of Building a Shared Team Identity

1. Start With Purpose

The first action in creating shared identity on a team is to start with purpose. Understanding the purpose of the team’s work and how it aligns with the organization’s mission is the first step in creating a shared identity. For most teams, this isn’t about restating or even remembering the larger organization’s mission statement. It’s about how their specific work relates to that overall mission. More importantly, it’s about who is positively affected by the team working well together.

One question to distill this “who” is simple, asking the team “Who is served by the work that we do?” By answering that, team members can gain a deeper understanding of the impact they have on the organization and the people they serve. And when team members recognize the significance of their contributions, they are more likely to feel motivated and engaged/ Identifying the specific group of people that benefit from the team’s performance allows team members to connect their work to real-world outcomes and identify with the team to realize those outcomes.

2. Build On Values

The second action in creating shared identity on a team is to build on values, meaning to determine the team’s specific values and how they want to treat each other. By identifying the values that the team wants to emphasize in their interactions, team members can establish a common set of principles to guide their behavior. Or as Seth Godin is fond of saying, it’s about emphasizing that “people like us, do things like this.”

The other benefit of discussing values is that it establishes the compromises that the team would never make in serving their purpose. By defining the non-negotiables, team members can align their actions and decisions with the team’s values. And as team members internalize those non-negotiables, they start to identify with the values underlying them and align their behavior accordingly. Not surprisingly, identifying more and more with those values helps them identify more strongly with the team that wrote them.

3. Focus On Goals

The third action in creating a sense of shared identity on a team is to focus on goals. By breaking down the team’s purpose and values into specific goals, team members can have a clear understanding of what they are working towards. These goals should be challenging yet achievable, providing team members with a sense of purpose and direction. Sometimes these goals, objectives, or key performance indicators are handed to the team from higher up in the organization. But even then, it’s important to have a team-wide discussion about the assignments and create milestones and sub-goals collectively to build a plan of action.

Setting the team’s goals for completion lays the groundwork for setting the individual goals team members will use to hold each other accountable. When team members have personal goals that contribute to the overall team goals, they are more likely to feel invested in the team’s success. And when those goals are achieved and celebrated, shared identity grows even more. By acknowledging and celebrating achievements, team members feel valued and recognized for their contributions. This fosters a sense of camaraderie and encourages continued collaboration and success.

4. Define Habits

The final action in creating a sense of shared identity is to define habits. Habits here means establishing norms and behaviors for communication and collaboration within the team. It’s about building group norms and expectations. Defining habits means agreeing to use certain communication tools and deciding how they will be utilized. By establishing guidelines for email, instant messaging, and other communication platforms, team members can ensure effective and efficient communication. This reduces misunderstandings and promotes collaboration.

Defining habits has a secondary benefit similar to building on values discussed above. As people share in the process of defining habits, they take greater ownership over the finished set of norms. And as their actions align more strongly with the group norms, their sense of identity with that team grows stronger as well. Overtime, they start to feel less like they act in a certain way because it was laid out in the group norms and more like they act a certain way because “that’s just what we do.” The “we” here being a short but strong signal of shared identity.

Creating shared identity on a team is crucial for achieving success. By starting with purpose, building on values, focusing on goals, and defining habits, leaders can foster a sense of belonging and connection among team members. This leads to a more focused, cohesive, and productive team. By implementing these four actions, leaders can create an environment where team members work together towards common goals and in pursuing those goals, do their best work ever.

Image credit: Unsplash

Originally published on DavidBurkus.com on July 24, 2023

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Managers Make the Difference

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Four Common Mistakes Managers Make

Managers Make the Difference

GUEST POST from David Burkus

Senior leaders set strategy. But middle managers and front-line managers make the difference in whether that strategy gets executed…and in whether or not people are engaged and motivated in an organization. According to Gallup, 70% of an individual employee’s engagement is determined by the manager of her team. In turn, this means that managers have a significant impact on an organization’s success or failure.

In this article, we will discuss the four common mistakes managers make and how to avoid them.

1. Talking First

The first common mistake managers make is talking first. This one is really common. Presumably managers were promoted because they solved problems and generated ideas faster and better than their peers. And there are times when quick decisions need to be made. But not always. Most often, they should facilitate discussion and allow everyone to share their opinions. This encourages collaboration and creativity among team members. By doing this, managers can create an environment where everyone feels heard and valued. Getting everyone’s ideas out gives the team the best chance of finding the optimal solution.

In addition, managers should avoid talking first because often the first thing they say can easily be misconstrued as a command. The higher you go in a hierarchy, the more likely it is your casual suggestions will be misinterpreted as stern commands. And that not only tricks the team into taking a potentially wrong action, but it also robs them of their sense of autonomy and could degrade the quality of team culture.

2. Avoiding Conflict

The second common mistake managers make is avoiding conflict. No one wants to be the bad guy on the team—much less the manager who is also negative or confrontational. Somewhere in management training, conflict resolution workshops gave off the misconception that conflict is always to be avoided. But sometimes, in the service of avoiding conflict—managers actually avoid confronting the people and situations the team needs. Managers need to address underperformance and insubordination. And their team needs them to do it even more.

In addition, managers should encourage positive conflict over ideas, which can lead to better decision-making and innovation. When team members feel comfortable sharing their ideas, it can lead to new and innovative solutions. And when they know that their ideas will be improved by the discussion with the group—the ideas get even better. Addressing conflict in a positive way can help to create a culture of open communication and trust.

3. Reacting Urgently

The third common mistake managers make is reacting urgently. To be a manager is to deal with problems. Forces outside (or inside) of the team’s control can force the plan to change or be scrapped altogether. Unexpected roadblocks can appear randomly on the horizon. And what was supposed to be a smooth, easy project can turn into a big problem. When problems (or changes) occur, many managers react as quickly as possible—but don’t think about whether that first, default reaction was the right one. Perhaps if given some time and a little discussion, the team would have found a better solution.

In addition, reacting urgently can succumb the whole team to the tyranny of the urgent—where a small but unexpected problem now appears more urgent than more important projects simply because it’s the new fire to put out. But doing so steals time and attention away from those more important projects and harms the team’s productivity even more than the initial problem would have. Managers need to respond to problems, but to respond deliberately and not urgently.

4. Assuming Availability

The fourth common mistake managers make is assuming availability. Many managers just assume their team feels free to come to them. They’ll say, “ask me anything” or claim they have an “open door policy” (assuming they even work in the same office as their team). But in reality, the first time a team member approaches their “available” manager and finds their boss to busy or less than focused, they realize how available that manager truly is—or rather isn’t. Your door might be always open, but if you’re always on the phone it doesn’t matter.

Instead, managers would gain from being deliberate and intentional about their availability. They shouldn’t promise to be available all of the time. Instead, they should be available at specific times and block them off in their calendar. That way they can give the team members their sole focus. Even better, if working colocated, they can take specific times of the day to leave the office (should be pretty easy…the door should be open) and walk out to check-in on each team member individually. Doing so not only helps team members feel seen and heard, but it also helps the manager hear more too.

In fact, being deliberately available helps to avoid the other common manager mistakes as well. By being available and listening intently, managers talk less. They become more aware of conflicts that need to be instigated. And they’re able to access more information and react less urgently. By being deliberately available, managers help build a team where everyone can do their best work ever.

Image credit: Unsplash

Originally published on DavidBurkus.com on April 24, 2023

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