‘It’s important to me that I make my own decisions, but I often wonder how much they are actually influenced by cultural and societal norms, by advertising, the media and those around me. We all feel the need to fit in, but does this prevent us from making decisions for ourselves? In short, can I ever be a truly free thinker?’ Richard, Yorkshire.
There’s good news and bad news on this one. In his poem Invictus, William Ernest Henley wrote: “It matters not how strait the gate, How charged with punishments the scroll, I am the master of my fate, I am the captain of my soul.”
While being the lone “captain of your soul” is a reassuring idea, the truth is rather more nuanced. The reality is that we are social beings driven by a profound need to fit in – and as a consequence, we are all hugely influenced by cultural norms.
But to get to the specifics of your question, advertising, at least, may not influence you as much as you imagine. Both advertisers and the critics of advertising like us to think that ads can make us dance any way they want, especially now everything is digital and personalised ad targeting is possible in a way it never was before.
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Half the money I spend on advertising is wasted; the trouble is I don’t know which half.
You’d expect advertisers to exaggerate the effectiveness of advertising, and scholars of advertising have typically made more modest claims. Even these, though, may be overestimates. Recent studies have claimed that both online and offline, the methods commonly used to study advertising effectiveness vastly exaggerate the power of advertising to change our beliefs and behaviour.
This has led some to claim that not just half, but perhaps nearly all advertising money is wasted, at least online.
When the ads don’t work… Shutterstock
There are similar results outside of commerce. One review of field experiments in political campaigning argued “the best estimate of the effects of campaign contact and advertising on Americans’ candidates choices in general elections is zero”. Zero!
In other words, although we like to blame the media for how people vote, it is surprisingly hard to find solid evidence of when and how people are swayed by the media. One professor of political science, Kenneth Newton, went so far as to claim “It’s Not the Media, Stupid”.
But although advertising is a weak force, and although hard evidence on how the media influences specific choices is elusive, every one of us is undoubtedly influenced by the culture in which we live.
Followers of fashion
Fashions exist both for superficial things, such as buying clothes and opting for a particular hairstyle, but also for more profound behaviour like murder and even suicide. Indeed, we all borrow so much from those we grow up around, and those around us now, that it seems impossible to put a clear line between our individual selves and the selves society forges for us.
Two examples: I don’t have any facial tattoos, and I don’t want any. If I wanted a facial tattoo my family would think I’d gone mad. But if I was born in some cultures, where these tattoos were common and conveyed high status, such as traditional Māori culture, people would think I was unusual if I didn’t want facial tattoos.
Similarly, if I had been born a Viking, I can assume that my highest ambition would have been to die in battle, axe or sword in hand. In their belief system, after all, that was surest way to Valhalla and a glorious afterlife. Instead, I am a liberal academic whose highest ambition is to die peacefully in bed, a long way away from any bloodshed. Promises of Valhalla have no influence over me.
Vikings had different beliefs to most modern liberal academics. Shutterstock
Ultimately, I’d argue that all of our desires are patterned by the culture we happen to be born in.
But it gets worse. Even if we could somehow free ourselves from cultural expectations, other forces impinge on our thoughts. Your genes can affect your personality and so they must also, indirectly, have a knock-on effect on your beliefs.
Sigmund Freud, the founder of psychoanalysis, famously talked about the influence of parents and upbringing on behaviour, and he probably wasn’t 100% wrong. Even just psychologically, how can you ever think freely, separate from the twin influences of prior experience and other people?
From this perspective, all of our behaviours and our desires are profoundly influenced by outside forces. But does this mean they aren’t also our own?
The answer to this dilemma, I think, is not to free yourself from outside influences. This is impossible. Instead, you should see yourself and your ideas as the intersection of all the forces that come to play on you.
Some of these are shared – like our culture – and some are unique to you – your unique experience, your unique history and biology. Being a free thinker, from this perspective, means working out exactly what makes sense to you, from where you are now.
You can’t – and shouldn’t – ignore outside influences, but the good news is that these influences are not some kind of overwhelming force. All the evidence is compatible with the view that each of us, choice by choice, belief by belief, can make reasonable decisions for ourselves, not unshackled from the influences of others and the past, but free to chart our own unique paths forward into the future.
After all, the captain of a ship doesn’t sail while ignoring the wind – sometimes they go with it, sometimes against it, but they always account for it. Similarly, we think and make our choices in the context of all our circumstances, not by ignoring them.
In today’s fast-paced business environment, understanding the fundamental relationship between employee engagement and organizational productivity is paramount. As human-centered change and innovation thought leaders, we recognize that tackling productivity challenges isn’t about squeezing more output from workers but rather about unlocking their intrinsic motivations. This article explores the linkage between engagement and productivity, supplemented by two enlightening case studies.
The Engagement-Productivity Nexus
Employee engagement refers to the emotional commitment employees have towards their organization and its goals. Engaged employees tend to expend discretionary effort, driving innovation and propelling productivity. Conversely, disengaged employees may only fulfill the minimum requirements, stymie innovation, and harbor dissatisfaction.
The nexus between engagement and productivity is complex but demonstrably significant. Engaged employees are more likely to be aligned with company objectives, leading to enhanced collaborative efforts, reduced turnover, and increased profitability.
Case Study 1: Tech Innovators Inc.
Company Overview
Tech Innovators Inc., a global leader in software development, faced a major challenge two years ago when productivity metrics began declining across several departments. Employee engagement surveys indicated waning interest and rising burnout levels.
Intervention Strategy
The company’s leadership rolled out an initiative called “Engage for Change,” aimed at enhancing employee engagement through inclusive leadership practices. Key actions included:
Implementing a “Flexible Work Hours” policy to promote work-life balance.
Facilitating monthly “Innovation Days,” allowing teams to focus on passion projects outside their usual scope.
Establishing a transparent feedback channel with bi-weekly one-on-one sessions.
Results
Within six months, employee engagement scores rose by 35%, with productivity metrics following suit with a 20% increase. Employees reported feeling more valued and empowered, fostering a culture of innovation and dedication.
“The shift was palpable; when people feel heard and valued, they perform at their best,” noted the HR Director, Lisa Chen.
Case Study 2: GreenFuture Industries
Company Overview
GreenFuture Industries, a company committed to sustainable solutions, struggled with high turnover rates and lackluster performance. Internal assessments pointed to a lack of meaningful connection between employees’ roles and the company’s mission.
Intervention Strategy
To rejuvenate their workforce, GreenFuture introduced the “Mission Engagement Program.” Steps included:
Embedding sustainability goals in personal KPIs for all employees.
Hosting quarterly “Vision and Values” workshops to reiterate the organization’s objectives and how every role contributes.
Launching a mentorship program linking new hires with seasoned sustainability advocates within the company.
Results
The initiative resulted in a 40% decline in turnover and a 25% increase in productivity. Employees developed a renewed sense of purpose, aligning personal values with corporate goals.
“Our work started to feel like a personal mission, not just a job,” shared Senior Ecologist, Marcus Lee.
Conclusion
The evidence from these case studies underscores a compelling truth: engagement is the catalyst for productivity. Organizations that foster environments where employees feel valued, connected, and empowered are the ones that thrive. By understanding and deliberately enhancing the engagement-productivity link, companies can drive meaningful organizational change and innovate more effectively.
Leaders who prioritize engagement reap benefits far beyond productivity. They cultivate resilient cultures that adapt to change, promote creative problem-solving, and build lasting success. As we navigate the complexities of modern business, let us remain steadfast in our commitment to human-centric strategies that bridge the gap between engagement and productivity.
Extra Extra: Because innovation is all about change, Braden Kelley’s human-centered change methodology and tools are the best way to plan and execute the changes necessary to support your innovation and transformation efforts — all while literally getting everyone all on the same page for change. Find out more about the methodology and tools, including the book Charting Change by following the link. Be sure and download the TEN FREE TOOLS while you’re here.
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READER QUESTION:If humans don’t die out in a climate apocalypse or asteroid impact in the next 10,000 years, are we likely to evolve further into a more advanced species than what we are at the moment? Harry Bonas, 57, Nigeria
Humanity is the unlikely result of 4 billion years of evolution.
From self-replicating molecules in Archean seas, to eyeless fish in the Cambrian deep, to mammals scurrying from dinosaurs in the dark, and then, finally, improbably, ourselves – evolution shaped us.
Organisms reproduced imperfectly. Mistakes made when copying genes sometimes made them better fit to their environments, so those genes tended to get passed on. More reproduction followed, and more mistakes, the process repeating over billions of generations. Finally, Homo sapiens appeared. But we aren’t the end of that story. Evolution won’t stop with us, and we might even be evolving faster than ever.
The Conversation’s new series, co-published with BBC Future, seeks to answer our readers’ nagging questions about life, love, death and the universe. We work with professional researchers who have dedicated their lives to uncovering new perspectives on the questions that shape our lives.
It’s hard to predict the future. The world will probably change in ways we can’t imagine. But we can make educated guesses. Paradoxically, the best way to predict the future is probably looking back at the past, and assuming past trends will continue going forward. This suggests some surprising things about our future.
We will likely live longer and become taller, as well as more lightly built. We’ll probably be less aggressive and more agreeable, but have smaller brains. A bit like a golden retriever, we’ll be friendly and jolly, but maybe not that interesting. At least, that’s one possible future. But to understand why I think that’s likely, we need to look at biology.
The end of natural selection?
Some scientists have argued that civilisation’s rise ended natural selection. It’s true that selective pressures that dominated in the past – predators, famine, plague, warfare – have mostly disappeared.
Starvation and famine were largely ended by high-yield crops, fertilisers and family planning. Violence and war are less common than ever, despite modern militaries with nuclear weapons, or maybe because of them. The lions, wolves and sabertoothed cats that hunted us in the dark are endangered or extinct. Plagues that killed millions – smallpox, Black Death, cholera – were tamed by vaccines, antibiotics, clean water.
But evolution didn’t stop; other things just drive it now. Evolution isn’t so much about survival of the fittest as reproduction of the fittest. Even if nature is less likely to murder us, we still need to find partners and raise children, so sexual selection now plays a bigger role in our evolution.
And if nature doesn’t control our evolution anymore, the unnatural environment we’ve created – culture, technology, cities – produces new selective pressures very unlike those we faced in the ice age. We’re poorly adapted to this modern world; it follows that we’ll have to adapt.
And that process has already started. As our diets changed to include grains and dairy, we evolved genes to help us digest starch and milk. When dense cities created conditions for disease to spread, mutations for disease resistance spread too. And for some reason, our brains have got smaller. Unnatural environments create unnatural selection.
To predict where this goes, we’ll look at our prehistory, studying trends over the past 6 million years of evolution. Some trends will continue, especially those that emerged in the past 10,000 years, after agriculture and civilisation were invented.
We’re also facing new selective pressures, such as reduced mortality. Studying the past doesn’t help here, but we can see how other species responded to similar pressures. Evolution in domestic animals may be especially relevant – arguably we’re becoming a kind of domesticated ape, but curiously, one domesticated by ourselves.
I’ll use this approach to make some predictions, if not always with high confidence. That is, I’ll speculate.
Lifespan
Humans will almost certainly evolve to live longer – much longer. Life cycles evolve in response to mortality rates, how likely predators and other threats are to kill you. When mortality rates are high, animals must reproduce young, or might not reproduce at all. There’s also no advantage to evolving mutations that prevent ageing or cancer – you won’t live long enough to use them.
When mortality rates are low, the opposite is true. It’s better to take your time reaching sexual maturity. It’s also useful to have adaptations that extend lifespan, and fertility, giving you more time to reproduce. That’s why animals with few predators – animals that live on islands or in the deep ocean, or are simply big – evolve longer lifespans. Greenland sharks, Galapagos tortoises and bowhead whales mature late, and can live for centuries.
Even before civilisation, people were unique among apes in having low mortality and long lives. Hunter-gatherers armed with spears and bows could defend against predators; food sharing prevented starvation. So we evolved delayed sexual maturity, and long lifespans – up to 70 years.
Still, child mortality was high – approaching 50% or more by age 15. Average life expectancy was just 35 years. Even after the rise of civilisation, child mortality stayed high until the 19th century, while life expectancy went down – to 30 years – due to plagues and famines.
Then, in the past two centuries, better nutrition, medicine and hygiene reduced youth mortality to under 1% in most developed nations. Life expectancy soared to 70 years worldwide , and 80 in developed countries. These increases are due to improved health, not evolution – but they set the stage for evolution to extend our lifespan.
Now, there’s little need to reproduce early. If anything, the years of training needed to be a doctor, CEO, or carpenter incentivise putting it off. And since our life expectancy has doubled, adaptations to prolong lifespan and child-bearing years are now advantageous. Given that more and more people live to 100 or even 110 years – the record being 122 years – there’s reason to think our genes could evolve until the average person routinely lives 100 years or even more.
Size, and strength
Animals often evolve larger size over time; it’s a trend seen in tyrannosaurs, whales, horses and primates – including hominins.
Why we got big is unclear. In part, mortality may drive size evolution; growth takes time, so longer lives mean more time to grow. But human females also prefertall males. So both lower mortality and sexual preferences will likely cause humans to get taller. Today, the tallest people in the world are in Europe, led by the Netherlands. Here, men average 183cm (6ft); women 170cm (5ft 6in). Someday, most people might be that tall, or taller.
As we’ve grown taller, we’ve become more gracile. Over the past 2 million years, our skeletons became more lightly built as we relied less on brute force, and more on tools and weapons. As farming forced us to settle down, our lives became more sedentary, so our bone density decreased. As we spend more time behind desks, keyboards and steering wheels, these trends will likely continue.
Humans have also reduced our muscles compared to other apes, especially in our upper bodies. That will probably continue. Our ancestors had to slaughter antelopes and dig roots; later they tilled and reaped in the fields. Modern jobs increasingly require working with people, words and code – they take brains, not muscle. Even for manual laborers – farmers, fisherman, lumberjacks – machinery such as tractors, hydraulics and chainsaws now shoulder a lot of the work. As physical strength becomes less necessary, our muscles will keep shrinking.
Our jaws and teeth also got smaller. Early, plant-eating hominins had huge molars and mandibles for grinding fibrous vegetables. As we shifted to meat, then started cooking food, jaws and teeth shrank. Modern processed food – chicken nuggets, Big Macs, cookie dough ice cream – needs even less chewing, so jaws will keep shrinking, and we’ll likely lose our wisdom teeth.
Beauty
After people left Africa 100,000 years ago, humanity’s far-flung tribes became isolated by deserts, oceans, mountains, glaciers and sheer distance. In various parts of the world, different selective pressures – different climates, lifestyles and beauty standards – caused our appearance to evolve in different ways. Tribes evolved distinctive skin colour, eyes, hair and facial features.
With civilisation’s rise and new technologies, these populations were linked again. Wars of conquest, empire building, colonisation and trade – including trade of other humans – all shifted populations, which interbred. Today, road, rail and aircraft link us too. Bushmen would walk 40 miles to find a partner; we’ll go 4,000 miles. We’re increasingly one, worldwide population – freely mixing. That will create a world of hybrids – light brown skinned, dark-haired, Afro-Euro-Australo-Americo-Asians, their skin colour and facial features tending toward a global average.
Sexual selection will further accelerate the evolution of our appearance. With most forms of natural selection no longer operating, mate choice will play a larger role. Humans might become more attractive, but more uniform in appearance. Globalised media may also create more uniform standards of beauty, pushing all humans towards a single ideal. Sex differences, however, could be exaggerated if the ideal is masculine-looking men and feminine-looking women.
Intelligence and personality
Last, our brains and minds, our most distinctively human feature, will evolve, perhaps dramatically. Over the past 6 million years, hominin brain size roughly tripled, suggesting selection for big brains driven by tool use, complex societies and language. It might seem inevitable that this trend will continue, but it probably won’t.
It could be that fat and protein were scarce once we shifted to farming, making it more costly to grow and maintain large brains. Brains are also energetically expensive – they burn around 20% of our daily calories. In agricultural societies with frequent famine, a big brain might be a liability.
Maybe hunter-gatherer life was demanding in ways farming isn’t. In civilisation, you don’t need to outwit lions and antelopes, or memorise every fruit tree and watering hole within 1,000 square miles. Making and using bows and spears also requires fine motor control, coordination, the ability to track animals and trajectories — maybe the parts of our brains used for those things got smaller when we stopped hunting.
Or maybe living in a large society of specialists demands less brainpower than living in a tribe of generalists. Stone-age people mastered many skills – hunting, tracking, foraging for plants, making herbal medicines and poisons, crafting tools, waging war, making music and magic. Modern humans perform fewer, more specialised roles as part of vast social networks, exploiting division of labour. In a civilisation, we specialise on a trade, then rely on others for everything else.
That being said, brain size isn’t everything: elephants and orcas have bigger brains than us, and Einstein’s brain was smaller than average. Neanderthals had brains comparable to ours, but more of the brain was devoted to sight and control of the body, suggesting less capacity for things like language and tool use. So how much the loss of brain mass affects overall intelligence is unclear. Maybe we lost certain abilities, while enhancing others that are more relevant to modern life. It’s possible that we’ve maintained processing power by having fewer, smaller neurons. Still, I worry about what that missing 10% of my grey matter did.
Curiously, domestic animals also evolved smaller brains. Sheep lost 24% of their brain mass after domestication; for cows, it’s 26%; dogs, 30%. This raises an unsettling possibility. Maybe being more willing to passively go with the flow (perhaps even thinking less), like a domesticated animal, has been bred into us, like it was for them.
Our personalities must be evolving too. Hunter-gatherers’ lives required aggression. They hunted large mammals, killed over partners and warred with neighbouring tribes. We get meat from a store, and turn to police and courts to settle disputes. If war hasn’t disappeared, it now accounts for fewer deaths, relative to population, than at any time in history. Aggression, now a maladaptive trait, could be bred out.
Changing social patterns will also change personalities. Humans live in much larger groups than other apes, forming tribes of around 1,000 in hunter-gatherers. But in today’s world people living in vast cities of millions. In the past, our relationships were necessarily few, and often lifelong. Now we inhabit seas of people, moving often for work, and in the process forming thousands of relationships, many fleeting and, increasingly, virtual. This world will push us to become more outgoing, open and tolerant. Yet navigating such vast social networks may also require we become more willing to adapt ourselves to them – to be more conformist.
Not everyone is psychologically well-adapted to this existence. Our instincts, desires and fears are largely those of stone-age ancestors, who found meaning in hunting and foraging for their families, warring with their neighbours and praying to ancestor-spirits in the dark. Modern society meets our material needs well, but is less able to meet the psychological needs of our primitive caveman brains.
Perhaps because of this, increasing numbers of people suffer from psychological issues such as loneliness, anxiety and depression. Many turn to alcohol and other substances to cope. Selection against vulnerability to these conditions might improve our mental health, and make us happier as a species. But that could come at a price. Many great geniuses had their demons; leaders like Abraham Lincoln and Winston Churchill fought with depression, as did scientists such as Isaac Newton and Charles Darwin, and artists like Herman Melville and Emily Dickinson. Some, like Virginia Woolf, Vincent Van Gogh and Kurt Cobain, took their own lives. Others – Billy Holliday, Jimi Hendrix and Jack Kerouac – were destroyed by substance abuse.
A disturbing thought is that troubled minds will be removed from the gene pool – but potentially at the cost of eliminating the sort of spark that created visionary leaders, great writers, artists and musicians. Future humans might be better adjusted – but less fun to party with and less likely to launch a scientific revolution — stable, happy and boring.
New species?
There were once nine human species, now it’s just us. But could new human species evolve? For that to happen, we’d need isolated populations subject to distinct selective pressures. Distance no longer isolates us, but reproductive isolation could theoretically be achieved by selective mating. If people were culturally segregated – marrying based on religion, class, caste, or even politics – distinct populations, even species, might evolve.
In The Time Machine, sci-fi novelist H.G. Wells saw a future where class created distinct species. Upper classes evolved into the beautiful but useless Eloi, and the working classes become the ugly, subterranean Morlocks – who revolted and enslaved the Eloi.
In the past, religion and lifestyle have sometimes produced genetically distinct groups, as seen in for example Jewish and Gypsy populations. Today, politics also divides us – could it divide us genetically? Liberals now move to be near other liberals, and conservatives to be near conservatives; many on the left won’t date Trump supporters and vice versa.
Could this create two species, with instinctively different views? Probably not. Still, to the extent culture divides us, it could drive evolution in different ways, in different people. If cultures become more diverse, this could maintain and increase human genetic diversity.
Strange New Possibilities
So far, I’ve mostly taken a historical perspective, looking back. But in some ways, the future might be radically unlike the past. Evolution itself has evolved.
One of the more extreme possibilities is directed evolution, where we actively control our species’ evolution. We already breed ourselves when we choose partners with appearances and personalities we like. For thousands of years, hunter-gatherers arranged marriages, seeking good hunters for their daughters. Even where children chose partners, men were generally expected to seek approval of the bride’s parents. Similar traditions survive elsewhere today. In other words, we breed our own children.
And going forward, we’ll do this with far more knowledge of what we’re doing, and more control over the genes of our progeny. We can already screen ourselves and embryos for genetic diseases. We could potentially choose embryos for desirable genes, as we do with crops. Direct editing of the DNA of a human embryo has been proven to be possible — but seems morally abhorrent, effectively turning children into subjects of medical experimentation. And yet, if such technologies were proven safe, I could imagine a future where you’d be a bad parent not to give your children the best genes possible.
Computers also provide an entirely new selective pressure. As more and more matches are made on smartphones, we are delegating decisions about what the next generation looks like to computer algorithms, who recommend our potential matches. Digital code now helps choose what genetic code passed on to future generations, just like it shapes what you stream or buy online. This might sound like dark science fiction, but it’s already happening. Our genes are being curated by computer, just like our playlists. It’s hard to know where this leads, but I wonder if it’s entirely wise to turn over the future of our species to iPhones, the internet and the companies behind them.
Discussions of human evolution are usually backward looking, as if the greatest triumphs and challenges were in the distant past. But as technology and culture enter a period of accelerating change, our genes will too. Arguably, the most interesting parts of evolution aren’t life’s origins, dinosaurs, or Neanderthals, but what’s happening right now, our present – and our future.
Turns out the pandemic prompted mass numbers of employees finally say, “take this job and shove it” to employers and careers they don’t like. Life is too short to be miserable at work.
In a recent NICE Webinar, we discussed how job quit rates have hit a historic high—even while the economy is still recovering from two years of furloughs and layoffs. This is often referred to as The Great Resignation.
Enlightening research from Gallup gathered in March of 2021 found that 48% of the working population in the United States is actively job-hunting or seeking out new opportunities.[1]
So, while we watch the labor market churn with no signs of settling, how can businesses avoid the costs of high turnover rates?
For those of you struggling with your staffing levels or with finding talent during these exceedingly challenging times, I have exciting news to share!
My latest commissioned webinar is now available ON DEMAND:
It’s being called The Great Resignation: Millions of employees leaving their jobs every month! While the trend affects every industry, nowhere else is it felt more acutely than in contact centers. How do you keep agent churn from derailing your contact center?
Smart organizations know that it’s about more than salaries. Agents want work-life balance, and on the job, great tools and support to help them do their jobs well.
In this On-Demand webinar I explore what’s driving the Great Resignation and how to keep your agents engaged and satisfied.
Learn important strategies for keeping your agents from walking out the door:
How giving agents purpose creates job satisfaction.
How to create flexibility for agents to improve work-life balance.
How to keep hybrid workforces connected and engaged.
There will be an accompanying white paper available soon.
NOTE: Commissioned thought leadership (articles, white papers, webinars, etc.) to accelerate a company’s sales and marketing efforts (including lead generation) is one of the services I provide in addition to the speeches and workshops I deliver as an innovation speaker.
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The work that we do as customer experience professionals can often be summed up as change management – or change leadership. One of the key and critical parts of this change management effort is to ensure we have executive commitment for the work that lies ahead. As a matter of fact, in an article I wrote a couple months ago about some research that GetFeedback had released, I noted these findings:
Respondents shared what degree executives were invested in CX efforts, how much, and to what end. When executives invest in customer experience, brands are three times more likely to yield return on investment (ROI) than those who don’t have that commitment from executives.
So their commitment is important. (Their ROI will come!) It ensures that you get the resources – human, capital, financial, time, etc. – needed to move forward successfully with your transformation work. They should express commitment (to the CX team and to the company) that the entire executive team is all in and that they’ve accepted that building a customer-centric organization means we’re building a winning organization.
But what if that commitment is lacking? What if you’re executives don’t get it? What if every plea to explain why transforming the culture, the employee experience, and the customer experience lands on deaf ears? What if some get it and some don’t?
Let’s think about this…
Years ago, I had an interesting conversation with James Lawther about executives and their lack of understanding regarding their critical roles in the transformation and the importance of their commitment. He had commented on a post about executives “not getting it” with this: “In which case, rather than trying to change your executive, wouldn’t you be better moving on and changing your executive instead?” I was recently reminded of his comment when I saw the quote, “It’s easier to change people than to change people.”
Perhaps, sometimes we just need new executives. Sadly, those who get it are few and far between. It’s one of the reasons I wrote Built to Win, i.e., to inspire leaders to think differently about customer-centricity and building a winning organization through deliberately designing a customer-centric culture – from the top.
Back to the conversation with James. We weren’t too far off on this thinking, this idea of changing executives. Geoffrey Moore (author of Crossing the Chasm and Zone to Win) published an article on LinkedIn last month titled, Three Easy Mistakes to Make, which he actually referred to as compromises leaders shouldn’t make as the business grows and matures or evolves. One of those mistakes was this: Adjusting your organizational model to fit your people instead of the other way around. He writes:
People who have been with the team for a long time often feel entitled to the next promotion in their career path, and because we have all worked together during this time, we can feel obligated to accommodate them. Now, when your industry is not being disrupted, experience does matter, so promoting from within is often a good strategy. But when disruption strikes, organizations need to change, often dramatically, and the new leaders need to be grounded in the emerging paradigm. That is, they have to make quick decisions with little data based on pattern recognition and then course-correct them as the data comes in. If the person in place does not have that pattern recognition, if instead, they have to learn the new system even as they are in the midst of operating it, decision-making slows down dramatically, and an agile approach becomes impossible. For times like this, you need to bring in someone who already has the mindset needed to play the new hand. You already know that what got you here won’t get you there. Just remember that applies to people as well.
Why would you do that? Why wouldn’t you make sure you’ve got the right people on the bus to ensure success, to ensure that the organizational model (and, of course, in this case, I’m thinking about building out your customer-centric culture) has every chance to flourish? Why would you, instead, keep the same people to build a different organization, especially those who constantly say, “But we’ve always done it this way. This is how we do things here.”
I prefer to say, “Nothing changes if nothing changes.” Either the thinking has to change or the people have to change.
As Geoffrey says, “For times like this, you need to bring in someone who already has the mindset needed to play the new hand. You already know that what got you here won’t get you there. Just remember that applies to people as well.”
Maybe some of the up-and-coming leaders will bring a fresh perspective and find my open letter to CEOs an affirmation, as in, “No need to tell me all of that once, much less twice!” Be that person with the mindset to play the new hand. Or be the person who gets replaced.
People change over the years, and that changes situations for good and for bad. ~ Bobby Knight
In today’s competitive business environment, organizations continuously seek innovative ways to enhance employee motivation and performance. Integrating effective reward and recognition systems is a crucial strategy that can significantly improve workplace morale. By acknowledging their employees’ hard work and achievements, companies can foster a culture of appreciation and motivation, ultimately leading to enhanced productivity and performance.
Understanding Reward and Recognition Systems
Reward and recognition systems are structured approaches adopted by organizations to acknowledge, appreciate, and incentivize employees. While rewards might involve monetary incentives, recognitions usually encompass expressing appreciation through non-monetary means. Both elements are crucial in building employee morale and motivation.
Key Elements of an Effective System
Clear Objectives: Establishing transparent and achievable goals that align with organizational values and objectives.
Diverse Rewards: Offering various incentives that cater to the diverse needs and preferences of employees.
Timely Recognition: Ensuring that recognition is timely and relevant, which enhances the impact of the acknowledgment.
Inclusive Participation: Inviting feedback and participation from employees to ensure the system meets their expectations.
Case Study 1: Tech Innovators Inc.
Background
Tech Innovators Inc., a leading software development company, experienced a downturn in employee engagement and productivity. The leadership team recognized the need to rejuvenate the work environment and boost morale.
Solution
The company implemented a comprehensive reward and recognition program, focusing on innovative and peer-based recognition. A digital platform was introduced, allowing employees to recognize one another’s contributions in real-time, alongside a points system that could be redeemed for various rewards.
Impact
The initiative resulted in a 30% increase in employee engagement scores and a noticeable improvement in project delivery times. Employees felt more appreciated and motivated, leading to a vibrant and supportive company culture.
Case Study 2: Greenfields Manufacturing
Background
Greenfields Manufacturing, a sustainable production company, faced challenges with high turnover rates and low employee satisfaction. Leadership realized the need for strategic intervention to retain talent and improve morale.
Solution
The organization introduced a multifaceted recognition system that celebrated milestones and daily achievements. Managers were trained to give personalized recognition during team meetings, and a monthly award ceremony was introduced for outstanding contributions.
Impact
Following the implementation, Greenfields experienced a 40% reduction in turnover rates and a substantial increase in employee satisfaction scores. Employees reported higher job satisfaction and a deeper commitment to the company’s mission and values.
Conclusion
Effective reward and recognition systems can profoundly influence organizational culture, morale, and performance. By strategically designing these systems to encompass diverse, timely, and inclusive approaches, organizations can create vibrant work environments that encourage innovation and commitment.
Both Tech Innovators Inc. and Greenfields Manufacturing demonstrate that carefully curated reward and recognition systems are powerful tools in driving employee engagement and improving overall organizational performance. Organizations striving for excellence must prioritize these systems to cultivate a motivated and dedicated workforce.
Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.
Image credit: Pixabay
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In our fast-paced world, continuous adaptation and innovation are crucial for success. The cornerstone of driving meaningful change is a shift in mindset. By fostering a culture of innovation, leaders can effectively guide their organizations through evolving landscapes. In this article, we explore the concept of human-centered change, focusing on two powerful case studies that illuminate the impact of mindset shifts in leading with innovation.
Understanding Human-Centered Innovation
The essence of human-centered innovation lies in recognizing the central role of people—employees, customers, and stakeholders—within the change process. By prioritizing empathy and inclusivity, organizations can design solutions that are not only innovative but also aligned with human needs and aspirations.
Case Study 1: Microsoft – Transforming Culture through Empathy
The Scenario
Microsoft, once perceived as a software behemoth lagging in innovation, needed a transformative approach to regain its competitive edge. Under the leadership of CEO Satya Nadella, a profound mindset shift was initiated with empathy at its core.
The Mindset Shift
Nadella prioritized a cultural transformation, encouraging a growth mindset across the organization. By valuing learning from failures and embracing diverse perspectives, Microsoft fostered a supportive and inclusive workplace.
The Impact
This cultural overhaul led to groundbreaking advancements, such as the remarkable success of Azure, Microsoft’s cloud computing platform. The focus on empathy and collaboration not only reinvigorated innovation but also greatly improved employee satisfaction and retention.
Case Study 2: Airbnb – Designing with Users in Mind
The Scenario
Airbnb faced significant challenges as it sought to expand globally while facing regulatory hurdles and increasing competition. The company needed to innovate its approach to maintain its unique value proposition.
The Mindset Shift
Airbnb embraced a human-centered design approach. By deeply understanding their hosts’ and guests’ experiences, they crafted solutions that addressed key pain points, enhancing trust and safety within their platform.
The Impact
Implementing these insights led to the introduction of features like “Superhost” and improved review systems, which bolstered user confidence. This user-centered innovation enabled Airbnb to solidify its market position and drive sustainable growth.
Key Takeaways
These case studies highlight the transformative power of mindset shifts rooted in human-centered principles. From fostering empathy to prioritizing user experiences, organizations can cultivate a culture of innovation by embracing these practices:
Encourage a Growth Mindset: Nurture an environment where failures are viewed as learning opportunities, fostering innovation and resilience.
Empathize with Stakeholders: Actively engage with the needs and concerns of employees and customers to ensure solutions are impactful and human-centric.
Promote Collaborative Environments: Break down silos and encourage cross-functional collaboration to harness diverse perspectives and drive creative solutions.
Conclusion
The journey toward human-centered innovation requires a fundamental shift in mindset. By leading with empathy, inclusivity, and a commitment to understanding human needs, organizations can unlock new levels of creativity and competitive advantage. As demonstrated by Microsoft and Airbnb, such transformation not only fuels innovation but also strengthens connections with those who matter most—people.
Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.
Image credit: Pixabay
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In the ever-evolving landscape of work, organizations are increasingly recognizing that fostering a positive employee experience is crucial. Traditionally, companies focused on tangible benefits like compensation and office perks. However, it is becoming clearer that emotional well-being is fundamental to a holistic employee experience. As a thought leader in change and innovation, I am committed to exploring how organizations can integrate emotional well-being into their core strategies for sustainable growth and employee satisfaction.
The Importance of Emotional Well-being
Emotional well-being refers to an individual’s ability to manage and express emotions healthily. In the workplace, it impacts productivity, creativity, and overall job satisfaction. Employees who feel emotionally supported are more engaged, motivated, and loyal. Thus, emotional well-being is not just a benefit but a strategic pillar in crafting an exceptional employee experience.
Case Study #1: Google’s Comprehensive Mental Health Program
Google, known for its pioneering employee policies, has been at the forefront of integrating emotional well-being into the employee experience. The company recognized that stress and mental health issues were affecting productivity and employee satisfaction.
Google’s approach includes a comprehensive mental health program that offers resources such as counseling services, stress management workshops, and meditation classes. They also provide tools and platforms for ongoing peer support.
The results have been impressive. Google reports increased employee retention and engagement scores, along with a noticeable decrease in burnout-related issues. The company’s success underscores the importance of addressing emotional well-being proactively.
Case Study #2: Salesforce’s Ohana Culture
Salesforce has adopted the Hawaiian concept of “Ohana,” meaning family, to craft a nurturing and supportive workplace environment. This culture emphasizes empathy, mutual support, and open communication as central to the employee experience.
Salesforce’s initiatives include offering personalized mental health resources such as therapy sessions and wellness reimbursements. They also conduct regular mental health surveys to tailor support to employee needs effectively.
By treating employees like family, Salesforce has achieved remarkable results. Employee satisfaction scores are high, and the company has become recognized as one of the best places to work globally. Salesforce’s approach highlights how cultural integration of emotional well-being can lead to profound organizational benefits.
Integrating Emotional Well-being into Organizational Strategy
To successfully integrate emotional well-being into the employee experience, organizations must move beyond traditional benefits and adopt a holistic approach:
Leadership Commitment: Senior leaders must champion emotional well-being initiatives, demonstrating commitment from the top levels of management.
Tailored Programs: Programs should be adaptable to meet diverse employee needs, considering varying cultural and personal backgrounds.
Open Communication: Encourage open dialogue about mental health to de-stigmatize these discussions and foster a supportive environment.
Continuous Feedback: Regularly solicit employee feedback to adapt and improve emotional well-being initiatives.
Conclusion
As organizations strive to innovate and remain competitive, embedding emotional well-being into the employee experience is not merely an option but a necessity. The insights from Google and Salesforce demonstrate that when employees feel emotionally supported, companies benefit in terms of productivity, retention, and reputation.
Empowering employees to thrive emotionally creates a ripple effect that enhances business performance and contributes to a more humane and sustainable workplace culture. By prioritizing emotional well-being, companies can build a workforce that is not only successful but truly fulfilled.
Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.
Image credit: Pixabay
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In today’s dynamic professional landscape, organizations are increasingly characterized by a unique composition of inter-generational workforces. This fusion of Baby Boomers, Gen X, Millennials, and Gen Z in the workplace offers immense potential for innovation, provided that leaders understand and navigate the diverse expectations and work styles inherent to each generation.
Diverse Expectations in the Workplace
Each generation brings its distinctive perspective shaped by the world events, cultural shifts, and technological advancements they have experienced. Here are some condensed insights into the expectations and characteristics of each generation:
Baby Boomers: Value job security, loyalty, and are often motivated by position and titles.
Generation X: Appreciate work-life balance, are independent, and often act as a bridge between older and younger employees.
Millennials: Seek purpose-driven work, value collaboration, and prioritize digital communication.
Generation Z: Are digital natives, expect rapid feedback, and value diversity and inclusion highly.
Case Studies
Case Study 1: Tech Innovators Inc.
Tech Innovators Inc. is a rapidly growing technology firm with a vibrant mix of employees across generations. The company noticed a frequent clash between the collaborative approach of millennials and the more structured communication style preferred by Baby Boomers.
To address this, the company initiated a mentorship program where employees from different generations were paired together. The aim was two-fold: older employees gained insights into digital collaboration tools, while younger employees learned about industry history and strategic planning.
The result was a harmonious blend of traditional experience and modern efficiency. Productivity saw a notable increase, and employee satisfaction metrics rose by 20%. The mentorship program became a cornerstone in fostering an inclusive and resilient workplace culture.
Case Study 2: GreenFuture Energy
GreenFuture Energy, a leader in sustainable solutions, faced challenges with inter-generational team dynamics, primarily the differing expectations around feedback and professional development.
In response, GreenFuture implemented regular “feedback forums” where real-time feedback was encouraged across all levels. Each forum was designed to be a safe space promoting open communication, facilitated by trained mediators to maintain respect and constructive dialogue.
This initiative empowered Gen Z employees to express their innovative ideas and receive guidance, while Baby Boomers and Gen X provided context and depth through their rich experience. As a consequence, team initiatives became more innovative and execution rates improved by 35%.
Strategies for Navigating Diverse Expectations
To harness the potential of an inter-generational workforce, organizations must adopt intentional strategies:
Foster Open Communication: Encourage transparent dialogues where all generations feel heard and valued.
Promote Inclusive Leadership: Develop leadership teams that reflect the generational diversity of the workforce.
Provide Tailored Professional Development: Offer training programs that cater to the distinct learning and career growth needs of each generation.
Leverage Technology: Use digital tools to bridge communication gaps and streamline collaboration across diverse teams.
Conclusion
Successfully managing an inter-generational workforce requires more than understanding generational stereotypes. It demands a genuine commitment to building a culture of inclusivity and adaptability, where diverse expectations are not just acknowledged but leveraged for organizational growth. Through strategic initiatives and open-minded leadership, companies can transform potential inter-generational hurdles into opportunities for innovation and enhanced team synergy.
Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.
Image credit: Pexels
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