by Doug Gray | Sep 22, 2012 | Business
Happiness is elastic.
Thankfully. We can stretch and become more happy.
We experience happiness at different times, and some people are more happy than others. We know the reward mechanisms of the brain are reinforced when we do certain activities. And when we reinforce those behaviors, we can be happier. Some activities, such as mindfulness, are now being taught in MBA programs… so that people become more happy.
Here is step 4 of 5:
4. Keep Learning.
Our brains are delightfully complex organs, designed to evolve. We regenerate brain cells throughout our lives. That process, called “Ontogeny,” requires stimulation.
We perceive the world (using our 5 senses.) That stimulation is interpreted by the brain, based upon previous schemas/experience/data, then stored for some response.
When someone gives us a kiss (stimulation) we respond (with pheromes and increased blood flow.) Then we call it something happy, like love.
Just so, we follow our curiosity to stimulate our brains in hundreds of ways.
We can keep learning by:
- asking questions
- using our non-dominant hand when cooking or writing
- speaking a new language
- visiting new places or people
- researching a new recipe, or subject, or interest
- intentionally trying new activities, in a new way
When we keep learning we stimulate the brain in new ways. That process keeps us agile. And leads to happiness.
Learning is, in fact, a lifelong process.
So, what would you like to learn today? What are three subjects you want to explore this week? Who are you curious about meeting, and why?
by Doug Gray | Sep 20, 2012 | Business
Happiness is elastic.
Like a giant rubber band.
We experience happiness at different times, and some people are more happy than others. We know the reward mechanisms of the brain are reinforced when we do certain activities. And when we reinforce those behaviors, we can be happier. Some activities, such as mindfulness, are now being taught in MBA programs… so that people become more happy.
Here is step 3 of 5:
3. Take Notice.
Our awareness defines our reality. That fact may seem obvious, but the results are nothing short of spectacular.
Consider your current level of awareness in these ways:
- your internal physical state
- your emotional state
- the external weather
- the political climate in your home town
- who you listen to (new sources, influential people…)
We know that cognitive behavioral theory is defined by reinforcement. For instance, if you listen to political or social or economic views from only one source, that will reinforce your perspective. We take notice. In fact, we have a “confirming bias” which inclines us to believe what we already know or believe.
And those beliefs are reinforced at a neuronal level in our brains.
Until we notice something else.
Like a seasonal change, an Arab Spring, a joyful neighbor…
Happiness occurs when we take notice of the joys and pleasures around us. We label them. We affirm others. We celebrate.
So, how do you take notice? Who do you need to call or take notice of today? What would happen if you took notice of that person right now?
by Doug Gray | Feb 26, 2012 | book review, Business, change, Coaching, Leadership, Managers, Personal Development, Resources, Success
Book Review of Drive; The Surprising Truth About What Motivates Us (2009) Daniel Pink
(Daniel Pink has gained momentum from his earlier bestsellers, Free Agent Nation and A Whole New Mind. He is still on that thread of applying scientific knowledge/research to common application in business, education, community, which leads to sales/a broad readership.)
Drive explains that when thinking about motivating others, there is a gap between “what science knows and what business does.” I like that phrase because it immediately states the conflict, and opportunity, and focus of the book.
Psychologists, and researchers in organizational development, know what works when motivating others. For instance, external reinforcements do work to motivate people doing routine tasks that do not require complex thinking. However, as our knowledge workers evolve from 70% routine work to 70% complex/ heuristic work, we “need an upgrade.” The carrot and stick approach is limited. In fact, external reinforcements can lead to unethical behavior, short term decision making, crush innovation or creativity or initiative, and can cloud accountability metrics because of inconsistent practices.
So, what does work? Self-directed workers require environments where we/they balance three essential elements: 1) Autonomy, the desire to direct our own lives, 2) Mastery, the urge to get better at something that matters, and 3) Purpose, the desire to do something in the service of something larger than ourselves.
I imagined a descriptive model such as three overlapping columns in a 3-D bar graph. A worker may be high in autonomy (loosely managed or very experienced in one way of doing tasks), yet low in purpose (without vision from managers or lacking career development hope.) Consequently, no amount of skills training or micro-managing will be an effective motivator, because that person would not care to master a task. There seems to be a minimal necessary requirement/ threshold for self directed workers to feel autonomy/ mastery/ purpose.
The application of this model is in its infancy. He cites dozens of examples, such as performance incentives that need to be tied to ROWE, return on work expected, rather than hours at a cubicle.
Pink distinguishes between Type X (external reinforcement for routine tasks) and Type I (internal reward/ satisfaction for doing purposeful work that develops mastery and rewards autonomy.) He wants us to move from Type X to Type I. The good news is that Type I behavior can be developed. Also, Type I behavior leads to stronger performance, greater health and wellness, and higher self efficacy and well being.
1) Autonomy. Management needs to foster autonomous workers who have autonomy over time, task, team and technique. Companies that foster autonomy greatly outperform their competitors. Examples include 10% innovation time for projects, at Google, IBM, etc.
2) Mastery. Results from engagement. When workers are “in flow” time passes without great challenge. In fact, mastery has a) a unique mindset that one can improve one’s abilities, b) mastery is painful and requires deliberate practice, and c) mastery is impossible to attain, therefore both frustrating and attractive.
3) Purpose. Alongside profit maximization, the baby boomers are defining “Purpose maximization” in the workplace. Companies are using a) goals to use profits to support a purpose (such a triple win proposals and social investing), b) careful diction/ plural pronouns to emphasize the impact of us/we, and c) new norms and policies that encourage purposeful endeavors (sabbaticals, cross functional action learning sets, collaborative initiatives…)
Pink has an easy style, with enough examples that the pages fly by.
At the end of the book he has clever approaches to engage readers into discussions. For instance, “Twenty Conversation Starters to Keep You Thinking and Talking” and “The Type I Reading List: Fifteen Essential Books” in an annotated bibliography. The result is that this book becomes one among other conversations, with other authors and readers and thinkers. The reader is engaged. In fact, the structure models self-directed workers by assuming one is autonomous (capable of independent thought), has mastery (desire to improve) and purpose (ability to apply these ideas to one’s own world.)
In short, one of the most important books I can recall reading in many years.
Takeaways:
- Builds upon shift in psychological services from illness toward health. Extension of positivism. Huge opportunity for consultants and business leaders.
- Reinforces huge need for coaching that develops unique strengths. Could be connected to StrengthFinder assessment
- Complex model that needs a simple application in order to gain momentum in an organization…
- When I emailed Daniel Pink, he replied quickly and that impressed me…
On 2.26.12 I just re-read the book for several reasons.
1. Our daughter is taking AP Psychology and Drive is required reading. That fact says something about the reach of his book within 2 years. She is tasked with implementing a capstone project at her independent high school. I am curious what shea nd her fronds develop.
2. In the March, 2012 Inc magazine there is a related reference to “The Motivation Matrix” which cites research and a forthcoming book by Noam Wasserman at Harvard, which extends some of Pink’s concepts to explore why entrepreneurs start businesses, and what they (we ) want… very provocative.
Anyone know of any related assessments being used in the field?
by Doug Gray | Sep 20, 2011 | Business, change, Coaching, family, Leadership, Managers, Personal Development, Success
Hello _________,
I have been thinking about our conversation all day and have some initial thoughts,
1. Change starts with the overwhelming BELIEF that you DESERVE a better life/ desired change.
2. That idea may sound cyclical, or odd, but it is overwhelming to me at times. And I see it in the most difficult coaching clients too. It requires you to adopt some beliefs. And frankly, that is the hardest step.
3. IMHO, many people were raised to believe many limiting beliefs about money, wealth, deserving a rewarding career, health, you name it. My family of origin caused me to change many beliefs. I have struggled. My coaching clients struggle. You may not struggle, I understand.
4. As a gift, I have just ordered you a book that has helped me a lot. And I enjoy giving it to many clients. It is called “Secrets of the Millionaire Mind”, by Harv Eker. He claims that he can predict anyone’s financial or career future after 2-3 minutes of conversation. His experience is that we all have financial blueprints about wealth and opportunity and success.
5. In graduate school I learned how these can be re-programmed. Thankfully. The brain is elastic. It cannot separate “I am stating that I deserve a new career” from “I deserve a new career.”
6. So, a coaching question to explore may be, “What would it take for me to BELIEVE that I DESERVE a better life?”
7. Coaches help people change. There are three well-proven steps that help all of us move from 1) awareness to 2) constructive action, to 3) individual and team accountability. Our beliefs are a choice. I have changed. You can change too.
Here are some options for your consideration. I am willing to:
1. Talk daily for 30 minutes as you define your passions and next career
2. Meet weekly directly, or over Skype, or on the phone, to do the same
3. Provide best of class articles on career search, etc,
4. Provide assessments to help you assess your strengths and consider next steps
5. Steer you toward digital resources, essential networks
6. Share the above with your wife
7. Be a coach at times
8. Be a friend at times
9. Be uninvolved at times
10. Something else/ any combination of the above.
So, what would you like to do next?
by Doug Gray | Jun 7, 2010 | Business, Coaching, Meetings
What are the odds that:
- The prospect you just called and left a message for at his work number is there at the airport when you are?
- That you each look up and see each other?
- That you are flying at about the same time from the same terminal and have enough time for a beer and dinner?
- That you chat for over an hour about careers, consulting, family, business opportunities together? In a breathless, gushing exchange of optimism.
- That his direct report replied earlier in the day saying “we are not moving forward because we have selected another consultant” and he says “the meetings this afternoon did not go well and we are not sure how to proceed”? Those doors remain open…
- That he misses his flight and you have to say, “I am so sad…”
Some Hollywood script? No, a true snapshot of last week’s chance meeting with a good friend and a great prospect. Life beckons, and we either dance or not. We had a great dinner. He missed his flight. There are always consequences. He was able to spend another night at home with his young family, and still make his meetings the next day in Dallas. And they upgraded his ticket to first class.
(more…)
Recent Comments