Research tagged with "Motivation"

What’s really holding your team back? Explore the core questions every executive team should ask to uncover the hidden fractures in company culture—and learn how to balance strategy, accountability, and adaptability for lasting performance.

Many companies build cultures that are focused on controlling the output of low performers, rather than growing and unlocking everyone’s skills. This approach is low-ROI and ultimately problematic for high-performance cultures. Leaders spend an inordinate amount of time handholding their least productive colleagues, instead of helping their strongest contributors move faster and do more. Meanwhile, because these tactics are focused on pushing the work forward rather than figuring out how to get better, they fail to turn low performers into high performers. Ultimately, by failing to nurture skill or motivation, low performance cultures stunt growth and repel top talent. Organizations need to build cultures that are obsessed with high performers, focusing the culture on keeping high performers and making new ones. First, reduce meetings down to the minimum viable number, so top talent can spend their time on more interesting, impactful work. Second, ask questions to measure your team’s motivation and conduct monthly health checks. Finally, mentor high performers on concrete, high-leverage skills.

Wells Fargo recently fired over a dozen employees for simulating keyboard activity to appear busy, raising questions about remote work monitoring. Companies often install software to track keyboard and mouse activity, leading to a market for tools that fake such activity. This situation prompts a critical question: should companies invest in better spyware or better leadership? The real issue lies in performance culture. Employees are likely to underperform if the work is demotivating, accountability is blame-based, and expectations are unclear. Instead of focusing on surveillance, companies should invest in better leadership. This involves managing work and motivation effectively, investing in employee development, crafting better roles, and setting clear expectations. Ultimately, the solution to slacking isn't more spyware but improved leadership and a motivating work environment.

A large tech company is grappling with demotivated employees, a common issue affecting performance despite visible engagement in tasks and meetings. Gallup reports only 33% of the US workforce is engaged, highlighting a widespread problem. Understanding motivation involves examining three direct motives—play, purpose, and potential—and three indirect motives—emotional pressure, economic pressure, and inertia. Effective motivation management requires focusing on local team dynamics rather than centralized tools. Quarterly Health Checks, involving diagnostic surveys and AI-generated discussion guides, can significantly enhance team motivation and performance by addressing specific issues and fostering supportive accountability.

Too often in leadership, frustration arises not because of deep disagreements but rather because of misaligned "modes" of working. In our VEGA model, there are four modes of work (play profiles): visionaries, explorers, galvanizers, and achievers - name the one you're in, and growth will be an act of play.