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…)
by Doug Gray | Feb 23, 2010 | Business, Coaching
What is executive coaching?
And how is coaching different from consulting, therapy, or chatting with a good friend?
Coaching is an emerging field with roots in organizational development and the human potential movement. Executive coaching may be defined as contract for behavioral outcomes. Note the hard facts implied in this definition: 1. a business agreement 2) with expectation and measurement of 3) behavioral outcomes. There is nothing vague about executive coaching.
The process may be internal to an organization, for instance a large organization may development a coaching program to develop specific competencies in individuals that align with its vision or a business need. Mangers are now required to “coach” their direct reports, which is an inherent ethical conflict. The messy results may appear in the next performance review for both the manager and the direct report.
More often, coaching is an external process, especially when confidentiality is required for a leader to develop specific skills or competencies. Think of those who are the most “high potential” contributors in your organization. That HiPo label implies that they produce some 80% of the results and require expert external leadership training from executive coaches. They NEED an external, confidential executive coach, as a “secret weapon” to support some behavioral outcomes. The ROI data for external executive coaching is clear, and I can provide ample white papers upon request.
The 3A Process: Assessment, Constructive Actions, Accountability
1. The coaching process always includes an assessment phase where leaders assess their strengths. There are some 15,000 validated and reliable psychological assessments. I sell many of them. I’m certified in many of them. I developed and validated an assessment on risk-taking when in graduate school at Dartmouth College. If you favor a certain assessment let me know- we can use it. Coaching without assessments is sloppy and silly, like eating spaghetti without a fork. You can do it but it is a waste of essential tools.
Once you select a coach the behavior outcomes are defined contractually. The process may include direct meetings, phone meetings, or some combination thereof. Executive coaching typically includes meetings with other stakeholders who are close to the leader. Services are paid by engagement. The meeting schedule and frequency data is provided to the leader, HR business partner (HRBP), and the leader’s manager. The content of the coaching engagement must be kept confidential. Remember, that executive coaching is a business agreement. Outcomes are pre-defined and renewed at least quarterly with the HRBP and manager.
2. Constructive actions are defined by the leader’s agenda. There are few absolutes in executive coaching- the process requires both artistry and science, content expertise and process expertise. That fact frustrates those who are rigid or not interested in learning. However, when a leader is newly promoted or has a specific business outcome that must be achieved, I assure you that they can move quickly. Executive coaches provide expertise, based on years of doing similar work with hundreds of other leaders. The best executive coaches may suggest constructive actions, or world-class solutions, upon request. But consultative coaches (like myself) do not tell leaders what to do. We provide customized leadership training. Then we ask, “What are you taking away from this session that you are likely to do next?”
3. Accountability is the missing step from too many people who declare themselves “professional coaches.” We support and document behavior change, using any resources. We have the sacred responsibility of supporting someone’s behavioral outcome. That fact may require me to be a cheerleader one day, and a drill sergeant the next day. I only get paid when the leader manifests those behavioral changes. So I give them “everything I’ve got.” Any content from my digital library. Any communication model. Any proven tactic. Each session starts with, “What is your primary agenda or focus today?” And the leader is expected to demonstrate value from their investment.
Since 1997, 100% of my clients have stated the value of this 3A Coaching Process. It is my guarantee.
What are the boundaries?
There are key distinctions between coaching and consulting. Coaches usually ask powerful questions such “How can you make that goal happen?” or “What would it take for you to call that person?” Then good coaches hold the client accountable, while encouraging them and offering proven techniques for their success. Consultants are hired to solve problems and provide specific information. Hence, consultants will often make statements rather than ask questions. In coaching, the client is expected to do the work. And frankly, most of the work occurs between coaching sessions.
Another key distinction should be made between coaching and therapy. Many coaches have no direct experience in the mental health profession. Coaches should refer other specialists when needed. There is a temporal distinction that is crucial here: the now and next vs. the past. Coaches focus on the client’s immediate and future needs. Therapists focus on the client’s present condition and the past factors that led to that condition. Good coaches are action-oriented, helping leaders take the next steps to make their desired behavioral changes.
Next steps
So how do you determine who is a qualified coach? Start with the professional associations and make certain that any prospective coach has been trained and certified by one. The umbrella is the International Coaching Federation (ICF) and it has set the standard for ethics, professional standards, conferences, articles, etc. Consider umbrella organizations such as CoachSource (I am one of the engagement managers there.) Then look at digital testimonials through Linked In and websites.
Selecting a good match is essential to a successful engagement. The best analogy may be an athletic coach. When you select a tennis partner you want someone who will challenge you to work hard, improve your game, and help you move to the next level. Anything else is a waste of your time or money.
In summary:
- List the behavioral outcomes (what you need to say or do) as a result of this investment
- Interview 2-4 executive coaches
- Select one who will support the outcome
- Get started. There is no better investment.
Call me today to get started. If I am not your “secret weapon guy” then I will refer you to someone great.
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