Unreasonable hospitality - parte II

""All it takes for something extraordinary to happen is one person with enthusiasm."

...

Let your energy impact the people you're talking to, as opposed to the other way around."

O trecho que se segue fez-me lembrar alguns empresários de PMEs que aprenderam esta lição há uns anos:

"Randy also instilled in us a sense of ownership by finding ways to demonstrate his faith in our judgment.

"You okay if I get out of here a little early?" he'd ask, tossing me the keys to the front door. As a twenty-two-year-old, I was thrilled to be left in charge. If the boss was gone, then I was the boss-which is why I worked harder when Randy was gone than when he was there.

More important, I never forgot how much his trust meant to me, which is why developing a sense of ownership in the people who worked for me would become a priority for me as soon as I was the one tossing the keys."

Um momento de silêncio pelas PMEs que este estudo revela:

"a "cult" is what people who work for companies that haven't invested enough in their cultures tend to call the companies that have."

Paro aqui porque a próxima citação merece um postal isolado. 

Trechos retirados de "Unreasonable hospitality: the remarkable power of giving people more than they expect" de Will Guidara.

Parte I.

Acerca da motivação e dos discursos das chefias

"One way to create meaning is give people a clear sense of how their work directly affects the end customer. We all serve someone. Too often in business, that someone can be remote and out of sight, which dilutes the meaning we can get from our work.

In his book Give and Take, Professor Adam Grant, of Wharton Management University of Pennsylvania, writes about the power of purpose. He considered paid employees in the university's fundraising call centre. Their job is relatively simple: call people and ask for money. But this is not easy, most of us do not appreciate unsolicited calls at the best of times, and we appreciate them considerably less when the call is designed to get us to give some random person some money. A call-centre worker therefore has to make numerous calls before achieving their goal, making the job repetitive and frustrating. This results in a workforce with low morale, which is hard to motivate and correspondingly has low productivity.

As reported by McKinsey, 'Grant conducted two experiments. In the first, he arranged for the fundraisers to hear a senior executive and a board member of a university speak about the significance of education in society and the importance of their work to scholarship recipients. The outcome of these supposedly motivational speeches was that productivity didn't improve. Worryingly, a typical way that many businesses use to motivate their people is for an executive to wax lyrical about the importance of their jobs and how great the business is. The executive's motivational talk produced minimal benefit. 

In the second experiment,  'Grant arranged for fundraisers to meet a student who had received a scholarship. The student explained that the scholarship had changed [their] life, allowing [them] to attend university and study abroad. By engaging with the student, the callcentre employees saw the outcome of their work first-hand and it had a real impact. After the meeting they made more calls than before and, as the meeting had given them a new positive attitude it made their phone conversations more engaging and ultimately more successful, enabling them to secure larger donations."

Portanto, discursos motivacionais de chefias nem sempre são eficazes. O que realmente faz a diferença é a interacção directa e pessoal com aqueles que são beneficiados pelo trabalho dos trabalhadores. Mostrar como o trabalho afecta directamente os clientes finais ajuda a criar um senso de propósito e significado no trabalho que realizam.

Lembro-me do parceiro das conversas oxigenadoras, antes da pandemia, me falar em encher o carro de trabalhadores quando ia visitar um cliente. Recentemente, alguém me falou sobre a interacção de trabalhadores com potenciais clientes durante visitas destes.

Trecho retirado de "The World of Work to 2030" 

Motivação e dinheiro

"The science behind work satisfaction.
Consider a study by Behavioral Economist Dan Ariely (and Lemonade’s Chief Behavioral Officer), where he sent factory workers one of three emails: The first promised workers a free pizza if they get all of their work done, the second promised a rare compliment from their boss, and the last – a cash bonus.
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Which did the best job of motivating employees to get their work done?
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If you thought the cash bonus, you thought wrong. The pizza and thank you note were the strongest motivators.
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While monetary incentives are usually attributed to getting workers’ feet in the door in the first place, cash hardly contributes to an employee’s engagement at work:
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Creating a positive, caring workforce makes for more engaged team members, meaningful workplace relationships, and higher profits for organizations.
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Companies should set aside cash bonuses, and invest in practices that make employees feel cared for. And a pizza party every once in a while wouldn’t hurt either."

Não é nada incomum a liderança das empresas, à medida que elas crescem, estar cega quanto à falta de motivação dos trabalhadores.

Trechos retirados de "The Case for a Caring Work Culture"

ISO 9001 - Video V - A useful quality policy and objectives, not mumbo-jumbo (part II)

Part I.

I recalled the template I use for writing an organization's quality policy when reading this excerpt:

“This is not about what we do, it’s about who we are,” ... “When you know who you are, then all of the decisions you have to make become a lot easier. When decisions are easier to make, things get better faster. Nothing clarifies like clarity.”(1)

This another one too:

“the more time I spend with market-making innovators and high-performing companies, the more I appreciate that leaders also have to “talk the walk.” They must be able to explain, in language that is unique to their field and compelling to their colleagues and customers, why what they do matters and how they expect to win”(1)

BTW, about that " I appreciate that leaders ... explain, in language that is unique to their field and compelling to their colleagues and customers, why what they do matters and how they expect to win" consider:

"Leaders who connect employees with end users motivate higher performance, measured in terms of revenue as well as supervisors’ ratings. Research shows that when leaders are the sole source of inspiring messages, employees often question whether the messages are true. End users, in contrast, are seen as credible sources who can deliver convincing testimonials of their experiences with a company’s offerings.
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Customers, clients, patients, and others who benefit from a company’s products and services motivate employees by serving as tangible proof of the impact of their work, expressing appreciation for their contributions, and eliciting empathy, which helps employees develop a deeper understanding of customers’ needs.
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Leaders can “outsource inspiration” to end users (both past and present) by collecting their stories, inviting them to the organization, introducing them to employees, and recognizing employees who make a difference in customers’ lives.
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A growing body of research shows that end users—customers, clients, patients, and others who benefit from a company’s products and services—are surprisingly effective in motivating people to work harder, smarter, and more productively."(2)

Excerpts from “Simply Brilliant: How Great Organizations Do Ordinary Things in Extraordinary Ways”(1) from  William C. Taylor and "How Customers Can Rally Your Troops"(2)

Curling master

Como o tempo voa... há mais de 7 anos escrevi este postal "Crédito fácil e barato".

Lembrei-me logo dele ao ler "How to Motivate Your Team During Crunch Time". No texto sobre o que não fazer lembrei-me logo de uma série de políticos:

"Don’t

• Be dishonest or sugarcoat matters. Acknowledge to your team the burden and sacrifices involved.

• Ignore obvious problems. If you see that an employee is struggling, reach out. Ask: What roadblocks need to be removed? 

• Disappear behind closed doors. You need to be accessible and visible to your team."

Para que a organização cumpra o seu propósito, a gestão de topo não pode deixar de pensar no seu papel de master-curling.

Motivação

"Design Goals, Not Chores
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Ample research has documented the importance of goal setting. Studies have shown, for example, that when salespeople have targets, they close more deals, and that when individuals make daily exercise commitments, they’re more likely to increase their fitness levels. Abstract ambitions—such as “doing your best”—are usually much less effective than something concrete, such as bringing in 10 new customers a month or walking 10,000 steps a day. As a first general rule, then, any objectives you set for yourself or agree to should be specific.
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Find Effective Rewards
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Some tasks or even stretches of a career are entirely onerous—in which case it can be helpful to create external motivators for yourself over the short- to-medium term, especially if they complement incentives offered by your organization.
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Sustain Progress
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When people are working toward a goal, they typically have a burst of motivation early and then slump in the middle, where they are most likely to stall out."

Trechos retirados de "How to Keep Working When You’re Just Not Feeling It"

Ninguém quer saber?! Nobody cares?!

O Pingo Doce da Jerónimo Martins em Estarreja tem uma bomba de gasolina que vende combustível low-cost. Junto a um cruzamento com semáforos na EN 109, o Pingo Doce tem um painel para atrair os viajantes.

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Durante esta semana, o preço praticado na bomba foi de 1,338 €.

Durante esta semana, o painel informava que o preço praticado era de 1,374 €.

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Qual o significado disto?

O que é que isto quer dizer?

Acerca da motivação

Este artigo de Daniel Pink no The Telegraph "Forget shareholders, maximise consumer value instead" está em sintonia com o relato que ando a ouvir há dias durante o meu jogging sobre o seu livro "Drive".
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O 2º capitulo "Seven Reasons Carrots and Sticks (Often) Don’t Work . . ." relata vários estudos que ilustram como a Motivação 2.0 não faz sentido, tem resultados contraproducentes no mundo do século XXI à medida que nos afastamos de trabalhos repetitivos e sem criatividade