Research tagged with "Leadership"

The rapid advancement of technology and AI tools has made it easy to feel overwhelmed and left behind, even for technically inclined individuals. However, this problem goes beyond personal discomfort and has historical implications. Throughout history, major economic transitions driven by automation have led to increased pressure and polarization, ultimately resulting in global conflicts. To avoid repeating this pattern with the rise of artificial intelligence, it is crucial to create inclusive and adaptive work cultures that prioritize continuous learning and problem-solving skills.

A toxic culture of pressure and bureaucracy has taken over many of the top companies - especially the tech giants that others look up to. To avoid burnout, organizations must build cultures that properly manage the six foundational motives of high performance. Research indicates that the reasons behind why people work significantly influence their performance, with Amazon serving as a prominent example. The New York Times's exposé on Amazon's demanding work environment has sparked a broader discussion on workplace culture. Few companies manage to innovate and achieve high performance without causing employee burnout. Amazon, despite its rapid growth and innovation, faces criticism for practices like stack ranking and anonymous feedback, which create emotional and economic pressures detrimental to performance. Effective workplace cultures align with direct motives—play, purpose, and potential—while minimizing harmful pressures. Companies need to design systems that enhance these direct motives to ensure sustainable success and avoid the pitfalls of toxic work environments.

Most leaders understand intuitively that culture matters. But why, exactly? And how? It turns out that why you work determines how well you work, and culture determines that "how". Company culture significantly influences employee motivation and performance, as demonstrated by research involving over 20,000 workers and 50 major companies. The study identifies six primary motives for work: play, purpose, potential (which enhance performance), and emotional pressure, economic pressure, and inertia (which diminish it). High-performing cultures, like those at Southwest Airlines and Trader Joe’s, maximize positive motives and minimize negative ones, creating what is known as total motivation (ToMo). Processes such as job design, organizational identity, and career ladders are crucial in shaping culture. For instance, well-designed roles and a clear sense of purpose can significantly boost ToMo. Leaders can foster a high-performing culture by teaching managers to lead in motivating ways, explaining the purpose behind tasks, and allowing employees to experiment and witness the impact of their work. Ultimately, building a great culture requires deliberate effort and strategic planning, offering a competitive advantage in today’s fast-paced business environment.

Factor Habit Checks empower teams to build high-performing cultures. Most of a person’s performance motivation is built within their teams. But not only is this challenge incredibly daunting for most leaders - it is also getting harder as a result of generational changes, more technical work, remote work, and artificial intelligence. Factor Habit Checks are grounded in extensive research shared in the acclaimed bestseller, Primed to Perform. When teams use Habit Checks regularly, their performance, motivation, and retention improve significantly.