There is Nothing Without Trust

GUEST POST from Mike Shipulski

If someone treats you badly, that’s on them. You did nothing wrong.

When you do your best and your boss tells you otherwise, your boss is unskillful.

If you make a mistake, own it. And if someone gives you crap about it, disown them.

If someone is untruthful, hold them accountable. If they’re still untruthful, double down and hold them accountable times two.

If you’re treated unfairly, it’s because someone has low self-esteem. And if you get mad at them, it’s because you have low self-esteem.

What people think about you is none of your concern, especially if they treat you badly.

If you see something, say something, especially when you see a leader treat their team badly.

A leader that treats you badly isn’t a leader.

If you don’t trust your leader, find a new leader. And if you can’t find a new leader to trust, find a new company.

If someone belittles you, that’s about them. Try to forgive them. And if you can’t, try again.

No one deserves to be treated badly, even if they treat you badly.

If you have high expectations for your leader and they fall short, that says nothing about your expectations.

If someone’s behavior makes you angry, that’s about you. And when your behavior makes someone angry, the calculus is the same.

When actions are different from the words, believe the actions.

When the words are different than the actions, there can be no trust.

The best work is built on trust. And without trust, the work will not be the best.

If you don’t feel comfortable calling people on their behavior it’s because you don’t believe they’ll respond in good faith.

If you don’t think someone is truthful, nothing good will come from working with them.

If you can’t be truthful it’s because there is insufficient trust.

Without trust there is nothing.

If there’s a mismatch between someone’s words and their actions, call them on their actions.

If you call someone on their actions and they use their words to try to justify their actions, run away.

Image credits: Unsplash

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Nordstrom Still Acting Like a Startup

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123 Years Later

Nordstrom Still Acting Like a Startup

GUEST POST from Shep Hyken

In 1901, John Nordstrom and Carl Wallin opened the original Wallin and Nordstrom shoe store. Twenty-two years later, a second Nordstrom shoe store opened. Today, according to Nordstrom Company Facts, there are 360 stores in the U.S., including 93 Nordstrom stores, 258 Nordstrom Rack stores, two clearance stores, six Nordstrom local service hubs and online e-commerce websites for Nordstrom and Nordstrom Rack.

In the past 123 years, much has happened and many retailers have come and gone. There have been stock market crashes, wars, economic issues, pandemics and more. Yet Nordstrom has weathered these storms and has continued to own a reputation for incredible customer service and convenience.

Robert Spector is an author and Nordstrom expert, having written five books on Nordstrom, the most recent titled, The Century-Old Startup: The Nordstrom Way of Embracing Change, Challenges, and a Culture of Customer Service. I had the chance to interview him about the book and how Nordstrom has remained a viable brand for more than a century.

Spector’s first answer was short, and as the title of the book implies, the leadership has a startup mentality. Its leadership is quick to make decisions and keep up with changes in the economy and customer expectations. Here are some of the top takeaways from our interview:

The Nordstrom Handbook: This is a legendary story. Nordstrom has one rule: Use good judgment. The company hires good people, trusts their ability to manage customer interactions and empowers them to make good customer-focused decisions.

Training: Training includes sharing examples of how other employees have solved problems and taken care of their customers. Legendary customer service stories (such as the story about an employee giving a refund for a used set of tires) showcase how Nordstrom treats its customers, which in turn inspires and motivates employees. These stories emphasize how important it is to find ways to exceed customers’ expectations.

Supporting Social Causes: Customers prefer brands that support the same social causes they do. More than just giving back to the community, Nordstrom also understands that embracing social responsibility includes respecting diverse values and perspectives and adapting to different cultures for both employees and customers.

Technology: You can’t continue to do business like you’ve always done. Nordstrom has shown that it can adapt to the new ways of retail. Spector writes that Nordstrom has embraced technology. Its philosophy is to try it. If it works, great. If not, move on. At the same time, the company recognizes that its reputation is tied to its legendary customer service. They have found ways to embrace e-commerce and adapt to the ever-changing needs of customers and how they buy. Spector says, “Balancing technology with personal connections and understanding the importance of human interactions is key to creating a differentiated and exceptional customer experience.”

Embrace Transformation: Retail continues to evolve, and new iterations of Nordstrom prove that the only constant you can count on is change. Yet one thing that doesn’t change is Nordstrom’s theme of focusing on the customer, regardless of the changes it has made, which includes opening Nordstrom Rack, clearance stores and e-commerce.

The overarching theme to all the ideas that Spector shares about Nordstrom is that, from the company’s very beginning, they have recognized the power of the relationship they have with their customers. Delivering a level of service that sometimes isn’t expected results in a reputation that has kept them relevant for more than a century. Spector sums this up by saying, “Ultimately, it’s about how decisions positively impact the customer, not just the company.”

Image Credits: Pexels

This article originally appeared on Forbes.com.

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Why CIOs Should Co-Lead Customer Experience

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GUEST POST from Howard Tiersky

Forrester recently gathered top Customer Experience (CX) professionals from around the world for the Forrester CX Forum in New York. For the uninitiated, CX is the discipline of defining the step-by-step customer journey from marketing through sales and service. It defines the key capabilities, content, and interfaces that need to be present at each customer touchpoint and how those touchpoints work together to form a cohesive experience.

At the conference, extensive data was presented to support the argument that delivering a seamless customer experience is more important than ever. In fact, it’s the primary way digital disruptors, like Uber and Amazon, are taking share from more traditional brands.

Forrester found that from 2011 to 2015, revenues for companies that scored near the top of the Forrester CX Index™ outgrew that from a group of companies who scored poorly (CX laggards in Forrester’s terminology) by more than five to one.

But who is actually in charge of CX, and who should be? Many CIOs classically would respond that these types of matters―the design of the website, its features, and generally how we interact with the customer―is the responsibility of marketing or other areas of “the business.” Once “business” decides what they want, IT will build and support it – that’s the breakdown of responsibilities. For the CIO, this may seem to be the most efficient arrangement, as they have plenty to worry about and sometimes it’s nice to be able to identify something they don’t have to focus on.

But in testing this classic mindset through conversations with many of the CX experts at the Forrester Summit, I heard a strong, unanimous dissent with this traditional view. The view of the CX community is that to deliver great results in customer experience, senior IT leadership must be intensively involved in the full CX lifecycle, not merely a recipient of requirements when it’s time to write some code, and not merely kept apprised in an “FYI” type fashion. For example, Ori Soen, General Manager of Medallia Digital, a leading provider of CX software, offered, “We clearly see that when CIOs and their IT teams are customer-centric and focused on CX, the organization is able to generate much better business outcomes from its CX investment.”

These experts point to successful CX companies, such as Google, Facebook, and Airbnb, where the development teams and business teams are working as one unit, making decisions about the experience, and implementing it together.

As Daniel Davenport, Managing Director of Liquid Hub, an agency that focuses on customer engagement, articulated, “I think it is important for the CIO to have a voice at the table and co-create the ultimate solution.”

But as busy as enterprise CIOs and their key lieutenants are, I pressed the CX experts at the Forrester Forum as to exactly why it’s truly essential that the CIO be so aggressively involved in CX and what the specific areas of value are. After speaking with some CX professionals, I derived five key areas of significant value that are derived from CIO involvement in the CX process.

1. Art of the Possible

CX innovation sits at the intersection of customer need and the ever-changing landscape of what is technically possible. It’s too abstract for CX professionals to define requirements and ask IT to figure out how to make them work if the CX teams don’t have a good sense of what they have to work with. New technologies from Artificial Intelligence (AI) to Virtual Reality to In-memory computing make it possible to do things today that were impractical just a year or two ago. But IT can’t be expected to “brief” CX professionals on every technology in the world. Instead, the process needs to be a collaboration of those studying what customers need and those studying what technology is newly enabling so that they can pool their knowledge and find new intersections where value can be created for the customer and the company. That only happens when IT is intimately involved in the ongoing process of considering the next generation CX.

2. Understanding Level of Effort and Dependencies for Prioritization and Planning

In an enterprise, there are typically many systems and many simultaneous programs going on that impact what can be implemented, when it can be implemented and with what level of effort. CX teams need to be constantly considering how their visions intersect with the technical reality of enterprise IT to develop CX roadmaps that aggressively bring new capabilities to market, but don’t crash headlong into other initiatives, system upgrades, or compliance issues.

Furthermore, CX design requires the continuous balancing of the customer’s optimal experience and various business considerations, including the cost of implementing new capabilities and the cost of supporting them. A significant component of these cost factors is IT. Therefore, there is a constant and ongoing need to both understand from IT what the level of effort might be for any given enhancement, and perhaps even more importantly, IT should be a creative collaborator in thinking about how to optimize technical approaches so that great CX ideas can be implemented with a sensible value equation. To do this effectively, IT can’t just “cost out” requirements provided by the business, but needs to be “on the inside” to understand what is really trying to be accomplished. Sometimes the answer that works economically relies on a different set of requirements than that which was initially envisioned, and an engaged senior IT partner can get creative with their colleagues to search for the best value equation.

3. Measuring CX

Measurement is a huge component of CX. The goal of CX is to move the customer through a journey from awareness to consideration to purchase to advocacy and loyalty. Many discreet components make up this journey across various touchpoints: the emails sent to customers, individual features of an app, the information available to call center representatives, and the way returns are handled. The constant obsession of CX professionals is, “How do we make this process better so the customer is more delighted and the business outcome is even more robust?” But to do so, it is essential to constantly measure the impact of each individual component of the customer’s mindset and behavior. Measuring these many interactions is often complex because it requires collecting data across many different touchpoints and then being able to correlate it so as to figure out the puzzle of causality. That requires understanding enterprise data and how to connect it across very diverse systems ― an expertise that IT needs to bring to the table.

In addition to the enterprise systems themselves, there are many excellent and deeply technical tools that support the CX measurement process. CIOs need to be deeply involved in these systems just as they would in finance or HR systems. I spoke with David McBride, a CX expert and Director of Product Management at IBM who argued, “CIOs have long been focused on creating technology to help businesses operate; when they participate in the CX process, they get to see data or even videos of customers and how they may be struggling to move through the current customer journey.” IBM’s Behavioral Analytics tool (formerly known as Tealeaf), for example, offers tools that record user sessions for analytical purposes. McBride notes, “There is nothing like seeing a session replayed to illustrate the extent of a particular struggle.”

4. True End-to-End Perspective

Lastly, in enterprises very often there isn’t just one CX initiative, but many, focused on different products, channels, touchpoints, or customer segments. The office of the CIO can often make sure that the ultimate customer experience is achieved by making sure that there is cohesion to both the technology and also the management of data across these different initiatives.

I spoke with Angela Wells, Senior Director, CX at Oracle about this, “At Oracle, what we have seen is that the CIO can and should be essential to CX decisions. What has happened at a lot of bigger companies is that they have made many ‘one-off’ decisions about what they thought were best-in-breed solutions in separate [areas of the business], and then the data didn’t talk to each other. It all got pretty sporadic and expensive, and it didn’t really deliver the customer experience [desired]. So, what we have found is that CIOs have become a centralized source for thinking about what’s going to happen to that data. They are thinking more of an umbrella; what’s best for the whole company, not just what’s best for my little niche?”

As small steps in customer experience grow into a larger program, you run the risk of chaos if there isn’t someone with the broader perspective. Dimitry Grenader, VP Product Marketing at Luminoso, a leading player in the AI arena, expressed this passionately, “In this day and age, CX should not just be left to marketers. Software is eating the world, and being able to put together the right platform will ultimately determine the success or failure of the efforts. Everything in today’s world starts as a feature, then becomes a product, which in turn becomes a platform, and finally becomes the operating system. If you don’t have the right operating system, you are building a castle on the sand.”

“I believe that a CIO must at the very least be a strong stakeholder, if not the driver of the CX process.”

Oracle’s Wells summed up this shift in terms of the evolving role of the CIO in our new digitally transformed world, “If you are thinking of the CIO as that straight tech-minded person, you are going to miss out on that more modern CIO that is a Chief Innovation Officer who takes responsibility to figure out how we make the most of what we are spending on technology to deliver the best customer experience.”

5. Changing the Way IT Operates

Finally, the level of transformation required to enable enterprises to deliver on their customer’s digital expectations may require a significant transformation in many facets of how IT operates, so it’s important for the CIO to deeply understand this difference.

As Forrester Vice President and Research Group Director Sharyn Leaver summed it up, “Compelling experiences, delivered digitally, separate CX winners from laggards. Firms that lead their industries to customer experience aggressively embrace business technologies to help win, serve, and retain customers — and they do so at rapid pace. This requires intense involvement from CIOs and their teams. Not at an arm’s length. But through ongoing collaboration and innovation.

“CX brings new prominence to technology’s role, but also new pressures on CIOs. The pervasive need for digital experiences exposes old systems, static organizations, and especially outmoded cultures that cannot deliver at the speed of the customer. For the CIO, this is much more daunting than merely spinning up a digital or mobile team. For many, success will require an overhaul of their organization – the people, processes, governance, and technology itself.”

This article originally appeared on the Howard Tiersky blog

Image Credits: Unsplash

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Lean is the Enemy of Learning

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And Other Counterintuitive Lessons from a Day at MIT

Lean is the Enemy of Learning

GUEST POST from Robyn Bolton

I firmly believe that there are certain things in life that you automatically say Yes to. You do not ask questions or pause to consider context. You simply say Yes:

Painkillers after a medical procedure
Warm blankets
The opportunity to listen to brilliant people talk about things that fascinate them.

So, when asked if I would like to attend an Executive Briefing curated by MIT’s Industrial Liaison Program, I did not ask questions or pause to check my calendar. I simply said Yes.

I’m extremely happy that I did because what I heard blew my mind.

Lean is the enemy of learning

When Ben Armstrong, Executive Director of MIT’s Industrial Performance Center and Co-Lead of the Work of the Future Initiative, said, “To produce something new, you need to create a lot of waste,” I nearly lept out of my chair, raised my arms, and shouted “Amen brother!”

He went on to tell the story of a meeting between Elon Musk and Toyota executives shortly after Musk became CEO. Toyota executives marveled at how quickly Tesla could build an EV and asked Musk for his secret. Musk gestured around the factory floor at all the abandoned hunks of metal and partially built cars and explained that, unlike Toyota, which prided itself on being lean and minimizing waste, Tesla engineers focused on learning – and waste is a required part of the process.

We decide with our hearts and justify with our heads – even when leasing office space

John E. Fernández, Director of MIT’s Environmental Solutions Initiative, shared an unexpected insight about selling sustainable buildings effectively. Instead of hard numbers around water and energy cost savings, what convinces companies to pay the premium for Net Zero environments is prestige. The bragging rights of being a tenant in Winthrop Center, Boston’s first-ever Passive House office building, gave developers a meaningful point of differentiation and justified higher-than-market-rate rents to future tenants like McKinsey and M&T Bank.

49% of companies are Silos and Spaghetti

I did a hard eye roll when I saw Digital Transformation on the agenda. But Stephanie Woerner, Principal Research Scientists and Executive Director for MIT’s Center for Information Systems Research, proved me wrong by explaining that Digital Transformation requires operational excellence and customer-focused innovation.

Her research reveals that while 26% of companies have evolved to manage both innovation and operations, operate with agility, and deliver great customer experiences, nearly half of companies are stuck operating in silos and throwing spaghetti against the wall. These “silo and spaghetti companies” are often product companies rife with complex systems and processes that require and reward individual heroics to make progress.

What seems like the safest option is the riskiest

How did 26% of companies transform while the rest stayed stuck or made little progress? The path forward isn’t what you’d expect. Companies that go all-in on operational excellence or customer innovation struggle to shift focus and work in the other half of the equation. But doing a little bit of each is even more risky because the companies often wait for results from one step before taking the next. The result is a never-ending transformation slog that is eventually abandoned.

Academia is full of random factoids

They’re not random to the academics, but for us civilians, they’re mainly helpful for trivia night:

50% of US robots are used in the automotive industry
<20% of manufacturing job descriptions require digital skills (yes, that includes MS Office)
Data centers will account for 8-21% of global energy demand by 2030
Energy is 10% of the cost but 90% of the cost of mining bitcoin
Cities take up 3% of the earth’s surface, contain 33% of the population, account for 70% of global electricity consumption, and are responsible for 75% of CO2 emissions

Why say Yes

When brilliant people talk about things they find fascinating, it’s often because those things challenge conventional wisdom. The tension between lean efficiency and innovative learning, the role of emotion in business decisions, and the risks of playing it too safe all point to a fascinating truth: sometimes the most counterintuitive path forward is the most successful.

How have you seen this play out in your work?

Image credit: Unsplash

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Four Deadly Business Myths

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Four Deadly Business Myths

GUEST POST from Greg Satell

The unicorn is perhaps unique among myths in that the creature doesn’t appear in the mythology of any culture. The ancient Greeks, for all of their centaurs, hydras and medusae, never had any stories of unicorns, they simply thought that some existed somewhere. Of course, nobody had ever seen one, but they believed others had.

Beliefs are amazing things. We don’t need any evidence or rational basis to believe something to be true. In fact, research has shown that, when confronted with scientific evidence which conflicts with preexisting views, people tend to question the objectivity of the research rather than revisit their beliefs. Also, as Sam Arbesman has explained, our notions of the facts themselves change over time.

George Soros and others have noted that information has a reflexive quality. We can’t possibly verify every proposition, so we tend to take cues from those around us, especially when they are reinforced by authority figures, like consultants and media personalities. Over time, the zeitgeist diverges further from reality and myths evolve into established doctrine.

Myth #1: We Live In A VUCA Business Environment

Today it seems that every business pundit is talking about how we operate in a VUCA (Volatile, Uncertain, Complex and Ambiguous) world. It’s not hard to see the attraction. Conjuring almost apocalyptic images of continuous industrial disruption creates demand for consulting and advisory services. It’s easier to sell aspirin than vitamins.

The data, however, tell a different story. In fact, a report from the OECD found that markets, especially in the United States, have become more concentrated and less competitive, with less churn among industry leaders. The number of young firms have decreased markedly as well, falling from roughly half of the total number of companies in 1982 to one third in 2013.

Today, in part because of lax antitrust enforcement over the past few decades, businesses have become less disruptive, less competitive and less dynamic, while our economy has become less innovative and less productive. The fact that the reality is in such stark contrast to the rhetoric, is more than worrying, it should be a flashing red light.

The truth is that we don’t really disrupt industries anymore. We disrupt people. Economic data shows that for most Americans, real wages have hardly budged since 1964. Income and wealth inequality remain at historic highs. Anxiety and depression, already at epidemic levels, worsened during the Covid-19 pandemic.

The recent great resignation, when people began leaving their jobs in droves, helps tell this story. Should anyone be surprised? We’ve been working longer hours, constantly tethered to the office even as we work remotely, under increasing levels of stress. Yes, things change. They always have and always will. We need to adapt, but all of the VUCA talk is killing us.

Myth #2: Empathy Is Absolution

Another favorite buzzword today is empathy. It is often paired with compassion in the context of creating a more beneficial workplace. That is, of course, a reasonable and worthy objective. As noted above, there’s far too much talk about disruption and uncertainty and not nearly enough about stability and well-being.

Still, the one-dimensional use of empathy is misleading. When seen only through the lens of making others more comfortable, it seems like a “nice to have,” rather than a valuable competency and an important source of competitive advantage. It’s much easier to see the advantage of imposing your will, rather than internalizing the perspectives of others.

One thing I learned living overseas for 15 years is that it is incredibly important to understand how people around you think, especially if you don’t agree with them and, as is sometimes the case, find their point of view morally reprehensible. In fact, learning more about how others think can make you a more effective leader, negotiator and manager.

Empathy is not absolution. You can internalize the ideas of others and still vehemently disagree. There is a reason that Special Forces are trained to understand the cultures in which they will operate and it isn’t because it makes them nicer people. It’s because it makes them more lethal operators.

Learning that not everyone thinks alike is one of life’s most valuable lessons. Yes, coercion is often a viable strategy in the short-term. But to build something that lasts, it’s much better if people do things for their own reasons, even if those reasons are different than yours. To achieve that, you have to understand their motivations.

Myth #3: Diversity Equity And Inclusion Is About Enforcing Rules

In recent years corporate America has pushed to implement policies for diversity, equity and inclusion. The Society for Human Resource Management even offers a diversity toolkit on its website firms can adopt, complete with guidelines, best practices and even form letters.

Many organizations have incorporated diversity awareness training for employees to learn about things like unconscious bias, microaggressions and cultural awareness. There are often strict codes of conduct with serious repercussions for violations. Those who step out of line can be terminated and see their careers derailed.

Unfortunately, these efforts can backfire, especially if diversity efforts rely to heavily on a disciplinary regime. As the philosopher Ludwig Wittgenstein pointed out long ago, strict rules-based approaches are problematic because they inevitably lead to logical contradictions. What starts out as a well-meaning effort can quickly become a capricious workplace dominated by fear.

Cultural competency is much better understood as a set of skills than a set of rules. While the prospect of getting fired for saying the wrong thing can be chilling, who wouldn’t want to be a more effective communicator, able to collaborate more effectively with colleagues who have different viewpoints, skills and perspectives?

To bring about real transformation, you need to attract. You can’t bully or overpower. Promoting inclusion should be about understanding, not intimidation.

Myth #4: People Are Best Motivated Through Carrots And Sticks

One of the things we’ve noticed when we advise organizations on transformation initiatives is that executives tend to default towards incentive structures. They quickly conjure up a Rube Goldberg-like system of bonuses and penalties designed to incentivize people to exhibit the desired behaviors. This is almost always a mistake.

If you feel the need to bribe and bully people to get what you want, you are signaling from the outset that there is something undesirable about what you’re asking for. In fact, we’ve known for decades that financial incentives often prove to be problematic.

Instead of trying to get people to do what you want, you’re much better off identifying people who want what you want and empowering them to succeed. As they prosper, they can bring others in who can attract others still. That’s how you build a movement that people feel a sense of ownership of, rather than mandate that they feel subjugated by.

The trick is that you always want to start with a majority, even if it’s three people in a room of five. The biggest influence on what we do and think is what the people around us do and think. That’s why it’s always easy to expand a majority out, but as soon as you are in the minority, you will feel immediate pushback.

We need to stop trying to engineer behavior, as if humans are assemblages of buttons and levers that we push and pull to get the results we want. Effective leaders are more like gardeners, nurturing, growing and shaping the ecosystems in which they operate, uniting others with a sense of shared identity and shared purpose.

— Article courtesy of the Digital Tonto blog
— Image credits: Unsplash

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Five Secrets of Team Motivation

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Five Secrets of Team Motivation

GUEST POST from David Burkus

Every team leader knows the importance of keeping their team motivated. The more motivated your team, the more productive they are, and the better results they deliver. Research suggests that the more powerful form of motivation is intrinsic, flowing from an individual’s desire to do the work or achieve the outcome for their own reasons—not bonuses, awards, or other extrinsic motivators leaders often use. But that doesn’t mean leaders are out of options.

While your team will still be best motivated through reasons that are individual, there are still a few tactics you can use to motivate your team by creating a culture and climate where intrinsic motivation is most likely to develop.

In this article, we’ll explore five effective ways to motivate your team, ensuring they remain focused, engaged, and driven to achieve their goals.

1. Describe the End Goal

The first way to motivate your team is to describe the end goal. Leaders achieve this by giving them a clear and tangible objective to work towards. By describing the end goal, you provide a big objective that motivates individuals and gives them a sense of purpose. This is particularly useful in ambiguous and volatile times when the path forward may not be clear.

One valuable concept to consider is letting the team know the “Commander’s Intent.” This is a clear and concise statement that defines what “done” looks like and keeps people focused. This military term refers to the practice of clearly communicating the desired end state of an operation, allowing individuals to adapt their actions to achieve this goal. This not only motivates individuals but also fosters a sense of autonomy and responsibility.

2. Set Milestones

The second way to motivate your team is to set milestones. Milestones are the smaller objectives that signify progress toward the end goal. Milestones provide checkpoints for teams to use to measure progress, a potent motivator in its own right. And milestones help the team see see how their work contributes to the larger objectives.

Additionally, deciding on the order of tasks can give individuals a sense of autonomy over the overall project, further boosting their motivation. You may not have been able to choose your end goal, but teams can still look at their expected deliverables and create their own series of checkpoints or milestones that help them feel more in control of the project—and autonomy and control help create intrinsic motivation.

3. Celebrate Small Wins

The third way to motivate your team is to celebrate small wins. This involves acknowledging and appreciating the progress made by individuals and the team, no matter how small. Celebrating small wins helps to motivate the team and signify progress, fostering a positive work environment. And obviously, this method is difficult without establishing milestones in the previous method. Achieving those checkpoints is a perfect time to celebrate small wins.

But wins can be even smaller, like having a good day, completing a task, or receiving help from someone else. Celebrations can be done in various ways, in person over food or drinks, through a round of emails praising the win, or simply just acknowledging the achievement in a team meeting. The key is to make sure the team feels appreciated and valued.

4. Learn from Failures

The fourth way to motivate your team is to learn from failures. Failures are inevitable in any team or project. However, the way you handle these failures can greatly impact your team’s motivation. Instead of blaming others, it’s important to learn from these mistakes and use them as opportunities for growth.

Leaders and influential teammates can help extract lessons from failures and encourage transparency. This creates a psychologically safe environment where individuals feel supported and are more willing to take risks. This not only promotes learning and increases performance, but also fosters intrinsic motivation because learning—even learning through failures—helps people tap into a sense of growth and mastery, both of which are powerful triggers for intrinsic motivation.

5. Turn “Why” into “Who”

The final way to motivate your team is to turn the “why” into “who.” This involves focusing on the individuals or groups that benefit from the team’s work, instead of just relying on the organizational mission or vision statement to motivate for you. Leaders who create a sense of this “pro-social purpose” find themselves leading teams who are more motivated, but also more bonded. Pro-social motivation and purpose are key to intrinsic motivation, helping individuals see the impact of their work.

Knowing who is served by the work helps individuals and the team stay motivated. The specific “who” can vary for each team and individual, but the key is to make sure everyone understands the value and impact of their work.

By implementing these five strategies, leaders can create an environment where team members feel intrinsically motivated and can do their best work. Remember, motivation is not a one-time event, but a continuous process that requires ongoing effort and attention—a process that leads everyone to do their best work ever.

Image credit: misterinnovation.com

Originally published on DavidBurkus.com on November 6, 2023

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Is Your Problem Bigger Than Its Seems?

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Is Your Problem Bigger Than Its Seems?

GUEST POST from Mike Shipulski

If words and actions are different, believe the actions.

If the words change over time, don’t put stock in the person delivering them.

If a good friend doesn’t trust someone, neither should you.

If the people above you don’t hold themselves accountable, yet they try to hold you accountable, shame on them.

If people are afraid to report injustices, it’s just a matter of time before the best people leave.

If actions are consistently different than the published values, it’s likely the values should be up-revved.

If you don’t trust your leader, respect your instincts.

If people are bored and their boredom is ignored, expect the company to death spiral into the ground.

If behaviors are different than the culture, the culture isn’t the culture.

If all the people in a group apply for positions outside the group, the group has a problem.

When actions seen by your eyes are different than the rhetoric force-fed into your ears, believe your eyes.

If you think your emotional well-being is in jeopardy, it is.

If to preserve your mental health you must hunker down with a trusted friend, find a new place to work.

If people are afraid to report injustices, company leadership has failed.

If the real problems aren’t discussed because they’re too icky, there’s a bigger problem.

If everyone in the group applies for positions outside the group and HR doesn’t intervene, the group isn’t the problem.

And to counter all this nonsense:

If someone needs help, help them.

If someone helps you, thank them.

If someone does a good job, tell them.

Rinse, and repeat.

Image credits: Pixabay

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The Real Winners of Mega Events

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From the Super Bowl to Rock Concerts

The Real Winners of Mega Events

GUEST POST from Shep Hyken

Fans who attend major sporting events and concerts may have memories to last a lifetime. The owners of the sports teams and producers of major music events may smile as they look at a sold-out crowd. The athletes and musicians are well-paid for their performances. And we can’t forget the sponsors who pay large sums of money to be affiliated with events, enjoy brand recognition and see a return on their advertising dollars. But there’s one other “happy customer” that many people don’t think about: the city that gets the honor of hosting these events.

The Super Bowl is next month, and for many, it is a festive occasion. For the city that hosts the biggest sporting event of the year, it’s a windfall in economic benefit. This year, that city was Las Vegas. Even before the Super Bowl was hosted in its new stadium, the city profited from major sporting events. People flock to Vegas to party, gamble and enjoy their favorite major sporting events on the gigantic screens in the casinos around the city. Although the NBA championship may be played in a different city, it’s still hard to find a room at a high-end hotel like Bellagio, Wynn or Caesars.

The point is that the host city receives a huge economic impact beyond the game, even if its main street is not lined with casinos. Two years ago, Major League Baseball’s World Series pitted the Houston Astros against the Arizona Diamondbacks. There was an economic windfall for the two cities.

According to a local economy study, Houston First Corp. found that each game played in Houston was worth $12.5 million. In Phoenix, where the D-Backs play, the numbers are similar. Even though fans want their team to win quickly and decisively, there is an economic benefit to the best-of-seven match going the distance. Restaurants, hotels and more benefit, and the taxes charged benefit the cities and states.

The NCAA March Madness “Final Four” basketball tournament is ironically played in April. Last year’s “winning city,” regardless of the teams playing, is Phoenix. The last time Phoenix hosted the tournament was in 2017, and a Seidman Research Institute study at Arizona State University’s W.P. Carey School of Business found an estimated 59,761 visitors stayed an average of 4.16 nights and spent an average of $487.19 per day, with a total economic impact of $324.5 million.

The benefits of sporting and entertainment events for their respective cities can’t be ignored. Be it sports, concerts, festivals, art shows, etc., these events are not just enjoyed by people attending. The trickling benefit of a boom to the area makes the effort to produce and host the events worthwhile.

Last year I met with Steve Schankman, the president of Contemporary Productions, who has produced concerts, special events and music festivals for more than 50 years. His events range from high-school venues where he booked Chuck Berry in the ’60s and ’70s, to the Super Bowl halftime show with U-2, to major music festivals starring Elton John, The Beach Boys and many other music icons, with millions in attendance throughout the years.

A couple of years ago, Schankman, with his partner Joe Litvag, produced Evolution Festival, a two-day summer music festival in St. Louis, with the goal of bringing the local community together to enjoy a talent lineup that featured Brandi Carlile, The Black Keys, Ice Cube, the Sugarhill Gang and more. If the lineup seems eclectic, that was purposeful, as Schankman’s dream was to unite music fans from every part of the area. “Music should bring people together, regardless of color, religion and sex,” says Schankman. More than 25,000 people—7,500 from outside the St. Louis area—enjoyed the festival. But it’s more than just entertainment for music fans, and he can’t wait to do it again with a lineup even more exciting and diverse than the first year’s festival.

In an article recapping the inaugural Evolution Music Festival, Schankman said, “I got 600 people working here. Besides that, we have employment taxes, we have sales taxes. We’ll do seven figures in concession sales. Seven figures in ticket sales. So just the taxes alone for the state and the city are great.”

The Metro St. Louis area, with a population of more than 2.7 million people, profits from a major music event like Evolution Festival just like it would from a major sporting event. Looking beyond the fun-filled weekend, the financial side of the sports and entertainment industry benefits more than just the talent on the field, court, or stage. Even though a concert experience like Evolution Festival doesn’t have the same financial impact as a Super Bowl championship or Final Four tournament, there are still similar benefits.

According to Brian Hall, chief marketing officer at Explore St. Louis, the average travel party to St. Louis consists of three guests staying 2.4 nights and spending $969 on hotel rooms, restaurants, attractions, etc. Then you add on ticket sales for the event, food and beverage, and souvenirs, and the numbers grow. With approximately 7,500 out-of-towners attending the Evolution Festival, the city and state enjoy a windfall of tax revenue to the tune of hundreds of thousands of dollars. In addition, there are future benefits. Hall says, “Visitation to a community is a precursor to economic development, including moving, relocating a company or starting a business in St. Louis.”

The events business, be it sports, a concert/music festival or any other large public affair, always has support from local, national and international sponsors. Large brands like AT&T, American Express and Anheuser-Busch put millions into major sporting events. While Schankman won’t compare the Evolution Festival to the Super Bowl, he said, “Cities like St. Louis offer sponsors the chance to be seen by a geographically targeted audience. The festival created 31 million impressions through the in-person experience, on social media and with our traditional advertising and marketing.”

Several times Schankman emphasized bringing people from all walks of life together. At the end of our interview, he summed it up by saying, “At a time when we’re experiencing racial and religious tension, political divide and terrifying world events, let’s remember what Beatles drummer Ringo Starr is known for preaching, ‘Peace and love!’ That’s what Evolution Festival is all about, and the businesses and brands that support it should want to be a part of something that special!”

Image Credits: Pixabay

This article originally appeared on Forbes.com.

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Is it Time to ReLearn to Work?

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Is it Time to ReLearn to Work?

GUEST POST from Geoffrey A. Moore

In white-collar industries where remote work is not only viable but often highly productive, we are still struggling to find a post-pandemic formula for integrating office attendance into our weekly routine. Continuing to waffle, however, does no one any good, so we need to get on with things. Part of what has been holding us back is that we have been talking about getting back to the office as an end. It is not. It is a means. The question it begs is, what is the end we have in mind? Why should we get back to the office?

Let’s start by eliminating one reason which gets frequent mention—we can manage better. This is not a good why. Supervision is an artifact of a prior era. Digitally enabled work logs itself, and we can hold each other accountable for all our KPIs, OKRs, and MBOs without having to be collocated. Managers may feel more in control with people in sight, but that is a poor return on the overall commute investment entailed.

A far better reason to return to the office is to reactivate learning. The biggest problem with remote work is that we do not learn. Specifically, we do not:

Learn anything new about ourselves, because we need the input of others to do so.
Learn new soft skills, because online courses don’t cut it.
Learn about our teammates, because video calls lack the needed intimacy.
Learn about our customers, because we need to go to their offices to do so (going to our offices would at least let us share the ride)
Learn about the current state of our company, because that kind of thing never gets published.

In short, just as our children experienced a learning gap at school, so we inherit the same dynamics with remote work. We consume the skills we have, but we do not develop the ones we need next. We are harvesting, but we are not seeding, and there will be a reckoning if we do not alter our course.

So, there is a good why for returning to the office, but that in turn begs the question of how? Here we need to be clear. We do not know how. We do not know what is the right formula. Unfortunately, waiting won’t help either, so now what?

Let me suggest that the best course of action is to implement a clear policy effective immediately with the following provisos.

We publicly acknowledge that we suspect this policy is wrong.
We are putting it in place for 90 days.
We want everyone to abide by it religiously so that we get the right signals.
We will review the policy publicly and transparently after 90 days and implement a new policy at that time.
We will put that policy in place for 90 days, following the same protocols as before.
We will rinse and repeat until no longer necessary.

The point is, we have to get on with getting on, and running the experiment is the fastest way to get there.

That’s what I think. What do you think?

Image Credit: Pixabay

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When Scaling Innovation Backfires

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How One Company Became the Theranos of Marshmallows

When Scaling Innovation Backfires

GUEST POST from Robyn Bolton

Here’s a head-scratcher when it comes to scaling innovation: What happens when your innovative product is a hit with customers, but you still fail spectacularly? Just ask the folks behind Smashmallow, the gourmet marshmallow company that went from sweet success to sticky situation faster than you can say “s’mores.”

The Recipe for Initial Success

Jon Sebastiani sold his premium jerky company Krave to Hershey for $240 million and thought he’d found his next billion-dollar idea in fancy French marshmallows. And initially, it looked like he had.

Smashmallow’s artisanal, flavor-packed treats weren’t just another fluffy, tasteless sugar puff – they created an entirely new snack category. Customers couldn’t get enough of their handcrafted, churro-dusted, chocolate-chip-studded clouds of happiness. The company hit $5 million in sales in its first year, doubled that the next, and was available in 15,000 stores nationwide in only its third year.

Sounds like a startup fairy tale, right? Right! If we’re talking about the original Brothers Grimm versions. Corporate innovators start taking notes.

The Candy-coated Vision

Sebastiani and his investors weren’t content with building a successful premium regional brand. They wanted to become the Kraft of craft marshmallows, scaling from artisanal to industrial without losing what made the product special. It’s a story that plays out in corporations every day: the pressure to turn every successful pilot into a billion-dollar business.

So, they invested. Big time.

They signed a contract with “an internationally respected builder of candy-making machines” to design and build a $3 million custom-built machine and another with a copacker to build an entirely new facility to accommodate the custom machine.

Bold visions require bold moves, and Sebastiani was a bold guy.

The Scale-up Meltdown

But boldness can’t overcome reality, and the custom machine couldn’t replicate the magic of handmade marshmallows. It couldn’t even make the marshmallows.

Starch dust created explosion hazards. Cinnamon wouldn’t stick. Workers couldn’t breathe through spice clouds. The handmade ethos of imperfect squares gave way to industrialized perfection. Each attempt to solve one problem created three more, like a game of confectionery whack-a-mole.

By 2022, Smashmallow was gone, leaving behind a cautionary tale about the gap between what customers value and what executives and investors want. The irony? They succeeded in their mission to disrupt the market – by 2028, the North American marshmallow market is projected to more than double its 2019 size, largely thanks to the premium category Smashmallow created. They just won’t be around to enjoy it.

A Bittersweet Paradox

For so many corporate innovators, this story hits close to home. How many promising projects died not because customers didn’t love them but because they couldn’t scale to “move the needle” for a multi-billion dollar corporation? A $15 million business might be a champagne-popping moment for an entrepreneur, but it barely registers as a rounding error on a Fortune 500 income statement.

This is the innovation paradox facing corporate innovators: The very pressure to go big or go home often destroys what makes an innovation special in the first place. It’s not enough to create something customers love – you must create something that can scale to satisfy the corporate appetite for growth.

Finding the Sweet Spot

The lesson isn’t that we should abandon ambitious scaling plans. Instead, we must be brutally honest about whether our drive for scale aligns with what makes our innovation valuable to customers. If it doesn’t, we must choose whether to scale back our ambitions (unlikely) or let go of our successful-but-small idea.

After all, not every marshmallow needs to be a mountain, but every mountain climber (that’s you) needs a mountain.

Image credit: Unsplash

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